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Opening Doors to Services in Housing... SEPTEMBER 2003 Maine State Housing Authority Program Guide to Service Coordination

Program Guide - Maine State Housing Authority

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Page 1: Program Guide - Maine State Housing Authority

Opening Doors to Services in Housing...

S E P T E M B E R 2 0 0 3

Maine State Housing AuthorityProgram Guide

to Service Coordination

Page 2: Program Guide - Maine State Housing Authority

TA B L E O F C O N T E N T S

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1Maine State Housing Authority’s Role in Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3The History of Service Coordination (Nationally and Maine) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Service Coordination Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6MSHA Service Coordination Standards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Mission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Primary Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Service Coordination vs. Case Management. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Service Coordination Code of Ethics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Standards of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

The RSC’s Role, “The Basics”MSHA RSC Sample Job Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Training Guidelines for RSCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Financing and Budgeting for Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Independent Senior Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Family Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24MSHA Budgeting Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

The Building Blocks of Successful Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Resident- vs. Need-Driven Model of Service Provision. . . . . . . . . . . . . . . . . . . . . . 28Liability Concerns: Identify Issues/Minimize Risk . . . . . . . . . . . . . . . . . . . . . . . . . 28Creating a Successful Housing Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Ethical Framework for Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Confidentiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Developing Policies and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Reporting Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Assessing Your Service Coordination Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Marketing Yourself as a Resident Service Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Communicating with Residents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45Organizing a Resident Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Mediation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

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What the Housing Manager/Developer Needs to KnowService Coordination Implementation Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

On-site Service Coordination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Regional Service Coordination. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Existing Staff as RSCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

MSHA RSC Sample Job Description. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Training Guidelines for RSCs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18Financing and Budgeting for Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Independent Senior Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Family Housing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24MSHA Budgeting Expectations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25Funding Service Coordination: Helpful Hints . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

The Building Blocks of Successful Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Resident- vs. Need-Driven Model of Service Provision. . . . . . . . . . . . . . . . . . . . . . 28Liability Concerns: Identify Issues/Minimize Risk . . . . . . . . . . . . . . . . . . . . . . . . . 28Creating a Successful Housing Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Ethical Framework for Service Coordination . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34Confidentiality . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35Developing Policies and Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37Orienting the Resident Service Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Supervision of the Resident Service Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . 38Monitoring the RSC Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Reporting Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Evaluating the RSC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Assessing Your Service Coordination Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

Appendices:Appendix A – HUD Notice 94-98 –

Funding Service Coordination in Eligible Housing Projects. . . . . . . . . . . . . . . . . . . . . . . . 49Appendix B – HUD RSC Funding Sources Grid. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61Appendix C –Part 1– HUD Service Coordinator Funding Request Form . . . . . . . . . . . . . . . . . . . 62Appendix C –Part 2– HUD Service Coordinator Funding Request Form Instructions . . . . . . . . . 66Appendix D – MHSA RSC Budget Addendum. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68Appendix E – Part 1 – Referral Tracking Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Appendix E – Part 2 – Referral Tracking Form Instructions. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70Appendix F – Indicators for Requesting An Assessment of a Resident . . . . . . . . . . . . . . . . . . . . . . 71Appendix G – Resident Non-Participation Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Appendix H – Sample Resident Service Coordinator Job Description . . . . . . . . . . . . . . . . . . . . . . 73Appendix I – Hiring a Resident Service Coordinator – Sample Advertising Notice . . . . . . . . . . . . 74Appendix J – Interviewing Resident Service Coordinators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75Appendix K – Documentation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77Appendix L – Individual Resident Tracking Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Page 4: Program Guide - Maine State Housing Authority

Appendix M – Service Coordination Activity Tracking Summary . . . . . . . . . . . . . . . . . . . . . . . . . 80Appendix N – Service Coordination Release of Confidential Information . . . . . . . . . . . . . . . . . . . 81Appendix O – Part 1 – Sample Notice of Right to Reasonable Accommodation . . . . . . . . . . . . . . 82Appendix O – Part 2 – Sample Protocol for

Reasonable Accommodation Request . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83Appendix O – Part 3 – Sample Request for a Reasonable Accommodation . . . . . . . . . . . . . . . . . . 84Appendix P – Resident Service Coordinator Confidentiality Agreement . . . . . . . . . . . . . . . . . . . . 85Appendix Q - Resident Service Coordinator Transfer of

Confidential Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86Appendix R – Developing Trust Between Residents and

The Resident Service Coordinator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87Appendix S – Professional Boundaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88Appendix T – Resident Service Coordination- Allocating Time . . . . . . . . . . . . . . . . . . . . . . . . . . . 89Appendix U – Resident Service Coordination – Burnout. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Appendix V – HUD Semi-Annual Performance Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91Appendix W – Sample Resident Services Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95Appendix X – Sample In-house Services Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100Appendix Y - Part 1– HUD Form (SF) 269 –

Financial Status Report – Required HUD RSC Grants . . . . . . . . . . . . . . . . . . . . . . . . . 103Appendix Y - Part 2– HUD Form (SF) 269 –

Financial Status Report – Instructions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Appendix Z – RSC Review – Management Staff Survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105Appendix AA – Resident Review of RSC Role . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106Appendix BB – Part 1– RSC Program Self-Assessment Checklist . . . . . . . . . . . . . . . . . . . . . . . . 108Appendix BB – Part 2 – Instructions for Completing Self

Assessment Checklist . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111Appendix CC – Part 1 – Sample Service Coordination

Brochure Template (Front). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Appendix CC – Part 2 – Sample Service Coordination

Brochure Template (Back) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113Appendix DD – Common Marketing Problems and Solutions . . . . . . . . . . . . . . . . . . . . . . . . . . 114Appendix EE – Useful Websites for Resident Service Coordinators . . . . . . . . . . . . . . . . . . . . . . . 115Appendix FF – HUD Model By-laws for Resident Councils . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

Page 5: Program Guide - Maine State Housing Authority

A C K N OW L E D G E M E N T S

This guide is the product of the detailed review and revision of MSHA’s original program manual forResident Service Coordinators in senior housing entitled, Service Coordination and Consumer-DrivenServices in Senior Housing...Guidelines for Implementation, published in June 1996. Since 1996, theservice coordination profession has grown and expanded in many ways. Most notably, servicecoordination has been initiated in family as well as senior housing in Maine and throughout the nation.In recognition of the broadening scope of the profession, this manual has been revised to meet the needsof Resident Service Coordinators and owners and management agents in properties housing both familyand elderly/disabled households throughout Maine.

The revision of this important guide would not have been possible without the interest, commitment andsupport of many people. The Maine State Housing Authority especially wishes to thank the RSC ManualTask Force, whose members include: Kathy Poulin, MSHA’s Manager of Resident Services; Diana Huot,HUD Operations Specialist; Diane MacDonald, Chief Financial Officer, Emerald Management; SusanGay, Director of Resident Services, Avesta Housing; Kristin Sawyer, Resident Service Coordinator,Westbrook Gardens; Annette Morton, Resident Service Coordinator, The Park Danforth; MarthaMcNeeley, Resident Service Coordinator, Bangor House and Michelle York, Resident ServiceCoordinator, Westbrook Housing Authority, for their tireless efforts in the review process.

We further wish to acknowledge the contributions to the manual’s content adapted from resources createdby our housing services colleagues and partners at Preservation Management, Inc., New HampshireHousing Finance Authority (NHHFA), the Pennsylvania Housing Finance Agency (PHFA), the AmericanAssociation of Service Coordinators (AASC) and the US Dept. of Housing and Urban Development(HUD). MSHA gratefully acknowledges the contribution of time and expertise of Loren Cole, HUDField Office Director and Diana Huot, HUD Operations Specialist, in the final editing of this manual.

Finally, MSHA would like to recognize the following authors and publications, which served as excellentresources in the development of this manual.

Housing and Urban Development (HUD) “A How-To Guide to Service Coordination,Elderly Persons and People with Disabilities”

HUD Management Agent Handbook 4351.5/Rev-2/Chg-2, Chapter 8

American Association of Service Coordinators Program Manual, RecommendedStandards of Practice (2002)

New Hampshire Housing Finance Authority RSC Manual (2003)

Pennsylvania Housing Finance Agency Supportive Services Programs OperatingManuals (Family and Senior) (May 2003)

Page 6: Program Guide - Maine State Housing Authority

I N T RO D U C T I O N

The profession of service coordination has grown substantially since its initiation in the late 1980’s. Sincethat time, Resident Service Coordinators (RSCs) have proven to be an invaluable component of thehousing management team. The Resident Service Coordinator’s role in housing is multi-faceted and everchanging as they strive to meet the needs and expectations of residents, Owners/Management Agents andregulatory agencies.

Resident Service Coordinators are a “link” for residents to existing services and resources within theircommunities, advocates for residents, community builders with the property and the community,informal counselors regarding resident issues, a liaison between residents and housing management, aresource to management in addressing “life issues” of residents, etc. Their networking skills enhance themarketing of the property to potential referral sources in the broader community. RSC interventionsfacilitate enhanced quality of life for the residents and help provide a positive financial impact on theproperty operations by helping to address lease compliance issues and reduce turnover, property damage,and legal liabilities for the property’s Owner/Management Agent.

This manual is created as a resource for Resident Service Coordinators and Property Owners andManagers of both family and elderly housing. It is intended to serve as a guide in implementing andmonitoring service coordination as well as an aid in addressing service issues as they arise. The entiremanual and appendices are available on-line at www.mainehousing.org.

Program PhilosophyService-enhanced housing involves integrating the social service network within and outside ofcommunities into the ongoing operation and management of low-income housing. These services canenhance the quality of life of residents, increase self-sufficiency and empower them to remain independent.

This supportive environment contributes to a stable resident population and decreased management costs.Additional benefits may include improved maintenance within apartments, improved relations betweenmanagement and residents, increased marketability of the property and increased resident satisfaction.

MSHA encourages resident-driven service coordination. Properties should tailor services to the specificneeds and interests of the resident population. These services may vary considerably from property toproperty and over time. Though needs and interests may vary, most fall into the following broad categories:

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Properties Housing Elderly/Disabled:• Service Coordination

• Transportation

• Housekeeping and errands

• Personal Care

• Health Services and Screening

• Nutrition

• Educational and recreational activities

• Conflict Resolution/Mediation/Family Dynamics

• Information and Referral

Properties Housing Families:• Service Coordination

• Substance Abuse Intervention

• Conflict Resolution/Mediation/Family Dynamics

• Financial Planning

• Child Care

• Healthcare

• Job Training

• Education

• Recreational activities

Training and Technical AssistanceA primary function of MSHA’s Manager of Resident Services is to act as a catalyst for informationexchange. On a quarterly basis, MSHA’s Service Matters newsletter provides a vehicle through whichinformation and resources regarding services and service coordination are shared. MSHA also coordinatesquarterly statewide meetings that feature educational and networking opportunities for Resident ServiceCoordinators and other housing professionals in MSHA, HUD and Rural Development propertiesthroughout Maine. MSHA’s Manager of Resident Services is also available to provide technical assistanceregarding service coordination to Resident Service Coordinators, Property Owners/Management Agentsand Developers.

MSHA encourages the development of mentoring relationships to assist RSCs in their role. MSHA isalso available to provide information and help to link new Resident Service Coordinators withexperienced professionals in their geographic region.

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Page 8: Program Guide - Maine State Housing Authority

M A I N E S TAT E H O U S I N G AU T H O R I T Y ’ S RO L E I N S E RV I C E S

Maine State Housing Authority (MSHA) plays an active role in the advocacy for and promotion of services in housing properties throughout Maine. While MSHA, itself, does not provide any directservices or financing for services, it does, however, act as a leader and catalyst for researching creative and new funding and resources to support service coordination. The Maine State Housing Authority’srole is as follows:

• A Catalyst for the creation of effective service programs and the access toexisting services for housing projects.

• An Advocate for the addition of service coordination to property owners andmanagers. MSHA’s Manager of Resident Services also serves as a representativeand advocate regarding the profession of service coordination to regional andnational service coordinator organizations.

• An Educator of Resident Service Coordinators and Property Owner/Managersregarding service options, benefit of services to residents and the way in whichprograms can be implemented, operated and financed.

• A Liaison/Connection between the service provider community, federal/statefunding and regulatory entities and Resident Service Coordinators in housing.

By encouraging a housing environment that includes service coordination, project operating costs can bereduced through lower property damage, reduced turnover, fewer vacancies and evictions, etc. Servicecoordination also provides property management and residents with tools for a successful tenancy and aliving environment that promotes quality of life and independence. Experience has proven that theaddition of service coordination in housing provides significant benefits to residents andOwners/Management Agents alike.

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Page 9: Program Guide - Maine State Housing Authority

T H E H I S TO RY O F S E RV I C E C O O R D I N AT I O N

Since its initiation through the Robert Wood Johnson Foundation Demonstration Program in the mid1980s, service coordination has proven to be a valuable program in government-assisted housing. Thetimeline outlined below gives an historical perspective of the profession’s growth over the years.

Historical Timeline of Service Coordination (Nationally) 1985 Demonstration Program: Robert Wood Johnson Foundation

1989 Living at Home Program: Supportive Services in Senior Housing Program

1990 Some local HUD offices allow Service Coordination in the property operating budgets

1990 HUD promotes Service Coordination throughout Assisted Housing inventory

1990 Congress authorizes limited authority for service coordinators in Section 202 projects inthe National Affordable Housing Act

1991 HUD has statutory authority to provide service coordinators in Section 202 projects

1991 Congress broadens service coordinator authorization to all multifamily assisted housingprojects and public housing through the Housing and Community Development Act of1992; HUD funds service coordinators in Section 202 projects.

1993 Congress funds and HUD extends subsidy awards to Section 8, 221(d)(3) below-marketinterest rate (BMIR) and 236 projects

1995 HUD awards service coordinator grants for public housing

1997 HUD issues Management Agent Handbook guidance on Service Coordinator Program inmultifamily housing. Provides explicit authority for projects to include servicecoordinator expenses funding in operating budgets and through residual receipts.

1998 HUD publishes Notice of Funding Availability (NOFA) and establishes lottery processfor application selection for new grants. HUD begins one-year extensions of expiringservice coordinator grants and subsidy awards, (both in Housing and Public Housing)

2000 Fiscal Year 2000, Congress appropriates a separate budget line item in the amount of $50million for service coordinators in multifamily housing (In 1999, the amount received bythe Office of Multifamily Housing was $15 million.)

As of January 2002, approximately 1500 HUD Service Coordinators Grants were made in Public andAssisted Housing with an additional 500 coordinators funded in HUD developments through operatingbudgets or third parties funding sources.

1Timeline Source: American Association of Service Coordinators Program Manual

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Historical Timeline of Service Coordination (Maine)1986 Then MSHA Deputy Director, John Bohm is instrumental in lobbying Robert Wood

Johnson Foundation to establish the Supportive Services in Senior Housing (SSHP) grantprogram, utilizing ten HFAs (Housing Finance Authorities) as experimental laboratories tofind effective ways to bring services to existing subsidized housing.

1987 RWJ develops SSHP grant program.1988 MSHA applies and is awarded a RWJ Supportive Services in Senior Housing three-year grant.

Note: Every HFA had a different approach. What made Maine’s application unique was:(1) Focus on program sustainability.To ensure ongoing program funding after the RWJ money was gone, MSHA planned tospend the grant money for MSHA staff and very little on direct services. The hope was thatby the end of the three year grant period, MSHA’s Director would recognize the value ofRSC as a MSHA function and make the position permanent and that is what indeedhappened. As the program evolved, MSHA’s philosophy and focus of their role changedfrom that of direct service provider to that of a catalyst and innovator of services, a focusthat remains in place today.(2) Focus on low cost-no cost services, affordable to residents, while building RSCinto development operating budgets.The reasoning here was that if RSCs became part of the management of the development,the cost-benefit of the RSC role to the owner or management agent would be self-evident.(3) Service would be resident-driven rather than needs-driven.

1989 MSHA issues an initial invitation to owner and management agents to participate in SSHP.First round: 33 Applications are submitted, nine projects are chosen for a “Pilot”;Properties chosen where a mix of; for-profit and non-profit develoments and local housingauthority properties, large and small properties, urban and rural projects, etc.

1990 Second Round: Seven more projects are chosen, later Four more projects are chosen1991 By now there were 20 demonstration sites and 13 sister developments, related to the

demonstation sites with 18 RSCs on the job.MSHA hires part-time Resource Coordinator.

1992 MSHA makes Resource Coordinator a full-time position and includes the SSHP programas a permanent part of their Management Division.22 MSHA properties and 16 sister developments with part-time RSCs.

1996 First RSC program manual published, Consumer-Driven Services in Senior Housing.1999 Maine hosts first ever New England Resident Service Coordinators Training and

Networking Conference (NERSC).2000 MSHA Manager of Resident Services develops comprehensive statewide RSC database.2002 MSHA initiates first-of-its-kind RSC retreat to develop strategic plan for growth and

development of RSC profession in Maine.2003 Revised RSC program manual, Opening Doors to Services in Housing, published.

Maine State RSC Association Founding Committee established.

According to data in the MSHA statewide RSC database, as of September 2003, 117 individuals (91RSCs and 16 RSC Supervisors) provide service coordination in government-assisted housing in Maine.These RSCs provide service coordination to a combined total of 270 family and senior properties madeup of 12,239 housing units throughout Maine. These properties are funded through one or more of thefollowing sources: MSHA, HUD or Rural Development.

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S E RV I C E C O O R D I N AT I O N B E N E F I T S

The benefits of on-site service coordination are felt not only by residents, but also by owners, managers,and the service community. Benefits include but are not limited to:

Residents:• Keeps seniors living “independently” by providing links to supportive services.

Decreases premature institutionalization by increasing the availability of services.

• Enhances self-esteem and self-sufficiency by promoting involvement andparticipation in the “life” of the development and in the community.

• Increases safety as needs for assistance are more quickly recognized and addressed.

• Supports a healthy and positive social environment that promotes a sense of fellowship and community, and a greater connection to the surroundingcommunity through a mutual exchange of resources and activities.

• Increases the ability to meet basic needs and financial obligations through utilization of job training programs, entitlement programs and othercommunity resources.

• Increases respect for residents’ choices due to the service coordinator’s support,advocacy, and role as a liaison with management and the community, family,and service providers.

• Relieves tensions associated with mixed populations, diversity, and alcohol andsubstance abuse.

• Improves the quality of services that residents receive through regular contactwith outside agencies and an onsite presence.

Owner/managers:• Enhances the development's standing in the local community and improves

marketability. Gives the development a competitive edge within the localhousing market.

• Protects investment by reducing turnover, damages, vacancy loss and evictions asresidents have increased access to appropriate services in order to maintain theirindependence and quality of life. In addition, residents have increased sense of“ownership” and belonging.

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• Reduces resident phone calls, interruptions, complaints, and minor repairrequests related to residents’ loneliness, inactivity, unmet service needs, personalproblems, conflicts and ‘community’ dysfunction.

• Reduces crisis management through early intervention.

• Increases knowledge of services provided in the area and improves workingrelationships with community service providers.

• Increases residents’ knowledge of the obligations of tenancy.

Service Providers:• Creates the potential for more efficient service delivery due to economies of

scale, the availability of on-site service coordinators, and the possibility ofresource and/or cost sharing.

• Results in a better understanding of housing programs and a more cooperativerelationship with housing management staff.

• Increases housing plus services options in the community, thus increasing housingfor special populations who may need some assistance to live independently.

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M A I N E S TAT E H O U S I N G AU T H O R I T Y S E RV I C E C O O R D I N AT I O N

Mission StatementThe mission of service coordination is to ensure a successful tenancy for all residents by providing assistanceand/or access to services and resources, which enhance the quality of their lives, helping them maintain and enhance their independence and improve their self-esteem and self-determination, both as individuals andas a community.

Primary Objectives• Develop a comprehensive array of programs and services that address the present

and future needs of the resident population.

• Address “aging in place” issues of increasing frailties and the associated physical,emotional and social consequences for residents.

• Assist families in overcoming the barriers to self-sufficiency through linkages with community resources related to education, financial planning,childcare, etc.

• Target activities that enhance the living environment, increase socialization andinteraction among residents and promote independence and self-sufficiency.

• Ensure residents are meaningfully involved in the planning, development,implementation and evaluation of programs and services intended for their benefit.

Service Coordination vs. Case ManagementService coordination assists residents in obtaining the services they need and want. Service coordinationis the first line of supportive services assistance: Resident Service Coordinators are the LINK. Servicecoordination should not be confused with case management. In the housing model of servicecoordination, equal treatment of residents is the expectation. “What you do for one, you do for all.”

• Unlike case managers, Resident Service Coordinators do not do needs assessmentsor create care plans in the social work or medical model. Rather, the RSC’s role is to be sensitive to “red flags” that indicate there may be a problem and to refer residents to the appropriate organization for assessment and possiblycase management.

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• Service coordination is based on a resident-driven rather than a needs-drivenmodel of service provision. As numbers and demands increase, a system that isbased on “needs assessment” may become more and more focused until it isfinally only for people if they really need it. Prevention goes by the board, asdoes the focus on community.

• Given the “do or die” attitude toward independence, especially among elderlyresidents, service coordination would fail miserably if it were only for peoplewho need it. If people feel that you must need the services (as opposed tomerely desiring them), they may feel labeled as “no longer independent” andwill therefore be reluctant to sign on.

• If the RSC becomes identified as only for the “sick”, “frail” or “problem”residents, s/he will have trouble relating to people who don’t view themselvesthat way. The RSC must be perceived as being there for everyone.

A Resident Service Coordinator markets rather than prescribes services. That is, they make serviceinformation available to, rather than make the decision for, the resident. This approach is based on the beliefthat residents know best what will improve the quality of their lives, and that most residents do not want orneed to be “case managed.” As one resident was quick to point out: “I’m still the captain of my ship.”

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M A I N E S TAT E H O U S I N G AU T H O R I T Y S E RV I C E C O O R D I N AT I O N

Code of EthicsThe MSHA Code of Ethics is a resource for RSCs and property managers to use as a guide in thedevelopment and implementation of their service coordination program as well as the RSC’s work androle with residents, their employer and community service providers. Ethical standards are keycomponents of the Resident Service Coordinator’s role as they work with and respond to the confidentialand sensitive nature of resident issues and concerns. Ethical standards for RSCs include:

1. A commitment to work to preserve the resident’s civil rights, safety, least disruptive lifestyle, andleast restrictive care alternative.

2. A commitment to protect the resident’s right to freedom of choice. The resident is in charge ofhis/her decision-making until she/he delegates that right to another person or a court grants thatright to another person or agency.

3. A commitment to promote understanding, acceptance, and the enhancement of the generalwelfare of residents in the community.

4. A commitment to respect the privacy of the resident and to hold in confidence informationobtained in the course of providing services.

5. A commitment to seek and advocate for the assistance of other professionals, agencies andinstitutions for information and services that benefit the resident.

6. A commitment to the resident as the only person she/he is charged to serve when interests offamily, other residents, management staff or the community compete.

7. A commitment to continually strive for improvement in their proficiency and the effectivenessand quality of their service.

8. A commitment to undertake only those services which she/he can reasonably expect to completewith professional competence.

9. A commitment to maintain the integrity of the position by upholding and advancing the values,ethics, knowledge, and mission of the profession.

10. A commitment to set clear, appropriate, and culturally sensitive boundaries.

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Note: For further reference and guidance regarding Professional Ethical Standards for ResidentService Coordinators, see the AASC Standards of Practice and Code of Ethics on the AmericanAssociation of Resident Service Coordinators web site at www.servicecoordinator.org.

PrinciplesFreedom over safety: The resident has a right to choose to live at risk of harm, providing s/he iscapable of making that choice, harms no one, and commits no crime.

Self-determination: The resident has a right to personal choices and decisions until such timeshe/he delegates or the court grants the responsibility to someone else.

Decision-making: The resident has a right to receive all necessary information to enable her/himto make informed decisions and to actively participate in all decision-making affecting her/hiscircumstances, to the extent she/he is able.

Least restrictive alternatives: The resident has a right to service alternatives that maximize choiceand minimize lifestyle disruption.

Primacy of the adult: The Resident Service Coordinator has a responsibility to serve the resident,not the community concerned about safety, the landlord concerned about crime or familyconcerned about finances.

Confidentiality: The resident has a right to privacy and personal dignity, and must be madeaware of the limits of confidentiality before she/he discloses private information.

Benefit of doubt: If there is evidence that the client is making an informed choice, the ResidentService Coordinator has a responsibility to see that the benefit of doubt is in the resident’s favor.

Do no harm: The Resident Service Coordinator has a responsibility to take no action that placesthe resident at greater risk of harm.

Avoidance of blame: The Resident Service Coordinator has a responsibility to understand theorigins of any maltreatment and commit no action that will antagonize the perpetrator and soreduce the chances of terminating the maltreatment.

Maintenance of family: The Resident Service Coordinator has a responsibility to deal with themaltreatment as a family problem if the perpetrator is a family member, and give the family thenecessary services to resolve the problem.

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Standards of Conduct1. Shall exercise honesty, objectivity and diligence in the performance of her/his duties and responsibilities.

2. Shall exhibit loyalty in all matters pertaining to the affairs of her/his organization or to whomevers/he may be rendering a service and shall not knowingly be a party to any illegal or improper activity.

3. Shall treat with respect the services, views and actions of colleagues and supervisory andadministrative directives. The RSC shall use appropriate channels to express judgment on thesematters when in conflict.

4. Shall not accept anything of value from an employee, resident, service provider or other businessassociates that would impair or be presumed or perceived to impair her/his professional judgment.

5. Shall conduct discussions pertaining to residents in a professional and respectful manner.

6. Shall outreach and work with community service providers in a manner that fosters mutualrespect, courtesy, fairness and cooperation in good faith.

7. Shall be prudent in the use of information acquired in the course of her/his duties.

8. Shall identify service areas that require cooperative agreements and bring them to the attention ofmanagement for development.

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S E RV I C E C O O R D I N AT I O N I M P L E M E N TAT I O NO P T I O N S … M A K I N G I T W O R K

An employee of the owner or management agent, or an individual or agency with whom the owner ormanagement agent has contracted typically performs Service Coordination. Some owners/managementagents hire their own part- or full-time Resident Service Coordinators; others share; still others assignservice coordination functions to an existing employee. Regardless of the option employed, it is importantto remember that RSCs operate within an independent housing (versus institutional) setting and servicesare resident-driven.

The following descriptions provide some guidance on possible options to implementing a servicecoordination program:

On-site Service CoordinationOn-site service coordination is the most common option among the housing developments where servicecoordination is employed. It is the preferred option, as well. Under this option, the owner/managementagent either hires directly or subcontracts with another entity (e.g., local social service agency or management company) for a part- or full-time RSC. The owner/management agent “customizes”services by negotiating offerings based on resident survey results, the development’s financial position, thecost of the desired services, and the program under which the development is funded. This optionencourages a proactive, rather than reactive, approach to resident intervention and assistance. This modelis used most often in developments with sufficient resources and in developments with little or no on-sitemanagement presence.

Regional Service CoordinationRegional Resident Service Coordinators are either based within a single management company and areresponsive to the company’s entire portfolio, or are employed by multiple management companies in aspecific geographic region. As in the first option, regional RSCs develop “customized” service programs atthe housing developments within their jurisdiction, but take regional, as well as individual, interests intoaccount. This option helps to overcome geographic obstacles, brings service coordination todevelopments with too few resources to hire their own on-site Resident Service Coordinator, and canresult in more affordable services since costs are shared.

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Caution should be exercised when employing this option to avoid stretching the RSC too thin. Too oftenthis option leaves little time for anything but “putting out fires” and the proactive tenet of servicecoordination falls by the wayside. A program that can be characterized as “reactive” leaves little or no timefor community building or resident self-sufficiency. The success of the regional service coordinationoption depends on the RSC having an ongoing presence in the housing developments to which he/she isassigned. If the RSC simply shows up whenever time permits, or when there are pressing problems, theposition will be limited in its effectiveness. Furthermore, if the RSC is assigned to too many housingdevelopments, the role may become so watered down that residents perceive the RSC as a troubleshooterwho shows up to “solve” management’s problems.

Existing Management Staff as Resident Service Coordinators (non-HUD funded developments)With this option, the owner/management agent assists in the development and implementation ofservices, and an existing staff member of the management team oversees the day-to-day operations suchas marketing, price setting, and payments. The staff person must be willing to assimilate training aboutservices, handle new responsibilities, and work additional hours. The combined Site Manager/RSC rolemay work best in smaller developments (fewer than 30 units) where residents may already viewmanagement in an advocacy role.

Please note, however, that the combination of management team member/RSC is the least preferredoption for service coordination – especially the specific combination of Site Manager/RSC. Further, thisoption is expressly prohibited by HUD.

Several problems have been identified with this approach. Often Site Managers are not equipped to dealwith the complex issues associated with service coordination. In addition, residents are often reluctant toaccept the Site Manager in the role of RSC. Justified or not, it is common for residents to have negativeperceptions of “management” and fear eviction due to frailty or other challenges. Furthermore, experiencehas shown that RSC activities tend to take a back seat to housing management activities due to timeconstraints and owner and regulatory agency priorities.

Whatever the staffing of the RSC role, the owner/management agent’s supportive service staff should beavailable to provide training, technical assistance, and support. In some instances, service coordinationmay be provided by volunteer organizations, student internships, or resident initiatives. This approach isnearly always combined with one of the other options above. The pros and cons of each option and thedesired level of service coordination should be examined before determining the option that will bestmeet your needs.

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S A M P L E J O B D E S C R I P T I O NR E S I D E N T S E RV I C E C O O R D I N ATO R

This comprehensive job description was designed by Maine State Housing Authority as a guide forowners and management agents to develop a position description for their Resident Service Coordinatorthat is customized to their individual property(s), taking into account the individual needs of theirresident population.

OverviewService coordination is assisting residents in obtaining the services they need or want to maintainindependence, self-sufficiency, and life satisfaction. Service coordination is the first line of supportiveservice assistance; it is not to be confused with case management. A Resident Service Coordinatormarkets rather than prescribes services; that is, she/he makes service information available to, rather thanmakes the decision for, the resident. Service coordination enables housing management to betterintegrate the human factors of property management.

Service coordination responsibilities fall into several categories: marketing, research, outreach, serviceplanning and brokering, coordination, problem solving, intervention, advocacy, community building,evaluation, and record keeping.

ResponsibilitiesA. Service Development, Linkage and Coordination

• Assists residents in identifying the services and benefits needed to maintainindependence, self-sufficiency, life satisfaction and well being (usually throughface-to-face interviews, written questionnaires, community meetings, focusgroups, etc.)

• Links residents with existing services by creating a network of contact personswithin the community's social service agencies to facilitate residents’ access to programs.

• Works with residents to develop and implement new on-site services that arespecific to residents’ preferences, as appropriate.

• Coordinates and oversees the delivery of supportive services developed for the housing complex as a whole, as well as individualized formal and informal supports.

• Markets the housing property through networking contacts in the community.

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B. Community Building• Works with residents to develop a sense of fellowship and community using

organization and facilitation skills. This may involve the development ofresident associations, project-based newsletters, welcoming committees,orientation packages, support groups, etc.

• Assists residents in securing and/or creating social programming opportunities,which meet the recreational, health, educational and spiritual needs of thehousing community, and which enhance the quality-of-life at the development.

• Works with residents to resolve individual as well as group conflicts.

• Works with residents to develop community-oriented activities, which buildbridges between people, promote active interest in the life of the property, andgenerate self-sufficiency.

C. Outreach and Advocacy• Works with management staff, families, and community social service agencies

to identify and address resident problems before they reach crisis proportions.

• Provides follow-up to referrals to ensure appropriate service delivery. Helpsresidents apply for fair hearings when there is reason to believe the resident iseligible for a denied service.

• Refers for case management any resident experiencing problems, that threatenhealth, safety and continued independence, while supporting the resident inremaining at home.

• Assists housing management staff, family members, and the community inunderstanding the changing needs of residents.

D. Record Keeping and Other Considerations• Keeps appropriate resident files.

• Documents conversations with or about residents, referrals made on behalf ofresidents, problems identified and residents' refusal or acceptance of services.

• Maintains reports regarding service provision and resident satisfaction as required.

• Develops a working knowledge of housing rules and issues such as reasonableaccommodations, the lease and lease violations, etc.

• Assists owner and management agents in completing annual budget proposals

• Prepares reports for owner and management agent, funding sources andregulatory agencies, as appropriate.

• Assumes additional responsibilities as requested.

Skills and Experience• Knowledge of community support services available to residents of senior

and family developments as well as the eligibility requirements for accessingthose services.

• Knowledge of elderly life cycle issues, as well as physical or mental impairmentscommon to the aging process.

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• Experience working with older persons and/or families in a direct servicecapacity, especially in the areas of advocacy, self-sufficiency, service negotiationand community building.

• Ability to establish trusting relationships with residents; individually, and as a group.

• Ability to listen to and assist residents in defining their problems; to helpidentify possible solutions and resources.

• Ability to seek input from residents, to research possible service vendors, to evaluate services delivered and make adjustments, if needed.

• Ability to counsel or advocate in non-judgmental ways to empower residents to make personal decisions and enhance their self-esteem and independence.

• Ability to develop community-oriented activities that build bridges betweenpeople, promote active interest in the life of the property, and generate residentself-sufficiency.

• Ability to understand the needs and resources of both the senior and familyhousing community and the service provider network, facilitating cooperationbetween those two groups for the benefit of residents.

• Skill in basic word processing, data management and internet usage.

EducationCollege degree with a major in social work, sociology, psychology, or other appropriate field preferred.Any equivalent combination of work experience and training in aging, human/social services or relatedfield may be acceptable.

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T R A I N I N G G U I D E L I N E S F O R R E S I D E N T S E RV I C E C O O R D I N ATO R S

One of the questions most frequently asked by Resident Service Coordinators is, “What type of trainingis required for this role?” HUD requires RSCs working in HUD-funded elderly properties to adhere tothe training requirements of Chapter 8, Section 8.9 of the Management Handbook, HUD Handbook4381.5, REV-2 (available at www.hudclips.org). Although HUD does not mandate training for RSCsserving families, MSHA does. The training requirements specified below incorporate and expand uponHUD’s guidelines.

Basic TrainingResident Service Coordinators are required to complete 36 hours of training upon hire or within the firstyear of employment. The 36-hour requirement may be met through education received prior tobecoming an RSC, provided it is sufficiently documented. The 36 hours must cover all of the followingrequired subject areas.

Required Subject Areas for Elderly:• The Aging Process

• Elderly Services

• Strategies for Dealing with Cognitive Impairments

Required Subject Areas for Family:• Economic Development and Employment Opportunities

• Domestic Violence, including Child Abuse

• Building Safe Communities

Required Subject Areas for Both Populations:• Services for Persons with Disabilities

• Applicable Federal and State Entitlement Programs

• Legal Liability Related to Providing Service Coordination

• Medication/Substance Abuse

• Mental Health Issues

• Strategies for Communicating Effectively in Difficult Situations

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Continuing EducationAfter the first year, 12 hours of continuing education are required annually. The12 hours of training mustbe in one or more of the following topics. MSHA-facilitated quarterly RSC meetings are also intendedto help RSCs meet the 12-hour annual training requirement.

Certificates of attendance will be provided by MSHA for each of the quarterly meetings attended.

Possible training subjects may include:

Documentation RequirementsIt is critical for the RSC to document training activities. College transcripts, certificates from trainings andregistration receipts, can be used as documentation. Documentation for both basic training and continuingeducation needs to include: topic, date, number of hours, name of presenter, and sponsoring organization.

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• Supportive Services for the Aging/Elder Services

• Issues for the Single Head of Household

• Supportive Service Needs of Non-elderlyPeople with Disabilities

• The Role of the RSC

• Youth Services

• Motivation

• Educational Opportunities

• Outreach Strategies

• Cultural Diversity

• Networking

• Creative Strategies in Service Provision

• Ethics/Confidentiality

• Record Keeping and Reporting

• Housing 101 (Housing Rules and Regulations)

• Fair Housing Law

• Federal Programs and Requirements

• State Administered Programs &Requirements/Entitlement Programs

• Legal Liability

• HUD’s Service Coordinator Program

• Locally Administered Programs &Requirements

• Working with Resident Organizations

• Support Networks for Residents

• Peer Networks

• Working with Volunteers

• Working with Aides

• Working with Management Agents

• Communicating Effectively withDifficult Situations

• Negotiation and Brokering

• Counseling

• Advocacy

• Teamwork/Consensus Building

• An Aging Population/Aging Process

• Medication/Substance Abuse

• Mixed Populations

• The Disabled Population

• Other Health Problems Among the Aging

• Crime and Self-Protection

• Identifying Service Needs and Availability

• Technology and Service Coordination

• Neighborhood Violence

• Monitoring and Evaluating Services’Effectiveness, Adequacy and Need for Change

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The Resident Service Coordinator, management agent, or contractor must maintain documentation thatthe training meets MSHA’s basic training requirements.

Training ResourcesBeyond training offered through the MSHA Statewide Quarterly RSC Meetings, training may beaccessed: through national or regional conferences, locally arranged workshops, and participation inpertinent training sessions organized for other professionals. Groups of RSCs may get together forinformation exchange and mutual support and invite local experts to speak at these informal gatheringsto help them meet their training requirements.

Possible resources for training or training information include:

• HUD Field Offices.

• National, State or regional service coordination association conferences such asthe New England Resident Service Coordinator (NERSC) Annual Conferenceor the American Association of Service Coordinators (AASC) AnnualNetworking and Training Conference.

• State or regional affiliates of the American Association of Homes and Service forthe Aging (AAHSA). For States of Maine, New Hampshire and Vermont theregional affiliate is Northern New England Association of Homes and Servicesfor the Aging (NNEAHSA).

• State housing finance agencies, the State affiliates of the National Association ofHousing and Redevelopment Officials (NAHRO), the National AffordableHousing Managers Association (NAHMA), and State housing managers’associations (e.g. Maine Real Estate Managers Association).

• State Offices on Aging

• Area Agencies on Aging (AAAs), Councils on Aging (COAs), senior centers, andlocal service providers (such as nursing homes, hospices, or home healthproviders). Check these sources for trainers and ask whether their trainingsessions for workers and volunteers are relevant and open to you.

• Public programs providing health insurance information to older people (theseoften have useful information for RSCs).

• State training programs for caseworkers in aging or disability areas.

• Gerontology associations and colleges and universities (for example, that havegerontology or health programs). They may offer pertinent conferences,seminars, and workshops and may be a source of speakers.

• State long-term care groups such as assisted living and nursing facilities.

• Hospitals and other health care providers.

• State and local organizations addressing alcohol abuse, substance abuse, AIDS,Alzheimer’s disease, and other specialized topics.

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• Continuing education programs for various professionals. These programs mayhave much to offer RSCs. Check with State social workers’, nurses’, housingmanagers’, and other associations for information.

• Experienced Resident Service Coordinators. “Shadow” these RSCs. If there arenone in your area, consider staff from Area Agencies on Aging, Centers ofAging, senior centers, or government aging or disability departments.

• National organizations such as National Church Residences, the NationalBenevolent Association, and the National Center for Housing Management.

MSHA strongly encourages RSCs to network with local service providers in order to develop positivecollaborative relationships and get on newsletter mailing lists, etc. to help facilitate access to informationregarding training opportunities offered in their area.

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F I N A N C I N G A N D B U D G E T I N G F O R S E RV I C E C O O R D I N AT I O N

The number of hours a Resident Service Coordinator works and the salary/wages the coordinator receivesdepends on several variables, including:

• The operating funds available to support the position.

• The educational background and experience of the Resident ServiceCoordinator.

• The location, number of developments and number of units the ResidentService Coordinator is assigned to serve.

• The level of resident functioning and the prevailing social climate of thedevelopments involved.

• Whether the owner hires directly or subcontracts with an agency or individualfor services.

• The philosophy of the Owner/Management Agent.

• The owner’s/manager’s understanding of service coordination.

• The extent to which the Resident Service Coordinator will be involved with thedirect or indirect provision of other on-site services, such as meals,housekeeping, programming (intensity level), and so on.

• The policy, if any, of the regulatory agency governing the program.

• The prevailing market for like positions.

The Maine State Housing Authority maintains a current database of Resident Service Coordinatorwage/salary/contractor, which can be used for budgeting purposes. When determining the level of servicecoordination to employ, it is important to recognize that each site presents a unique blend of physicalenvironment, resident characteristics, culture, history, service resources, and program resources.Notwithstanding those differences, several different formulas have emerged over the past several years.

For Independent Senior Housing:• The number of service coordination hours in some properties is dependent

on the number of units in the development(s) under consideration, and the intensity of service coordination desired or warranted. Generally, fordevelopments with 30 units or fewer, a minimum of 4-6 hours a week, with on-site presence at least twice weekly, is recommended. Anything less makes the service difficult to market and has minimal impact. The basic formula for

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service coordination in larger developments is based on a 10 -15 minute perresident weekly ratio depending upon the intensity level of service coordination.The average ratio is 12 minutes per resident per week. A quick method todetermine the number of hours of service coordination you need weekly is tomultiply the number of residents in the developments under consideration by0.2 hours (12 minutes = 0.2 hours). This is a good starting place. Asappropriate, you can go up or down, depending on the variables discussed at thebeginning of this section.

• One management company, which prefers subcontracting through existing localcommunity agencies for service coordination, uses the following formula: thetotal number of units multiplied by 0.2 hours per resident per week. Thismeans that a 75-unit project would support approximately 15 hours of servicecoordination weekly (with a recommended on-site presence three times weekly).At a per hour cost of $20.00, the annual contract amount for staffing totals$15,600. Other expenses related to the service coordination program may beincluded in the contract or paid directly by the Owner/Management Agent. Incontract situations, care should be taken that all costs associated with servicecoordination are identified and either included in the contract and/or in theoperating budget.

• Under HUD’s guidelines, and under normal circumstances, a full-time ResidentServices Coordinator should be able to serve about 50-60 frail or at-risk elderlyor non-elderly people with disabilities. However, the population of mostdevelopments will contain a significant number of residents who are not frail,at-risk, or disabled. Thus, the determination of whether or not an RSC is fulltime should be related to the number of people in the development who arefrail, at-risk, or disabled, with secondary consideration given to the number ofother residents of the development for these calculation purposes. Therequirement that at least 25% of the residents be frail or at-risk elderly, and/ornon-elderly people with disabilities means, for example, that in a 50-unitdevelopment, at least 13 residents must be frail, at-risk, or disabled.

Example 1: In a 50-unit development, 13 residents are frail and 15-20 othersare at-risk. The development could justify a half-time RSC.

Example 2: In a 75-unit, 20 residents are frail and 15-20 others are at risk.This development could justify at least a 3/4 time RSC.

Example 3: Three developments of 20, 24, and 50 units (94 units total) joinforces. Among them, they have 10 frail residents and 15 others that are at risk.These developments could justify a 3/4 time RSC (after making allowances fortravel time between sites).

All above examples are guidelines that you should adapt to local situations. Non-elderly people withdisabilities would be considered the same in the above examples as either frail or at-risk elderly.

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For Family Housing:• The number of service coordination hours in some properties has been

dependent on the number of units in the development(s) under consideration,and the intensity of service coordination desired or warranted. Generally, fordevelopments with 30 units or fewer, a minimum of 4-6 hours a week, with on-site presence at least twice weekly, is recommended. Anything less makes theservice difficult to market and has minimal impact. The basic formula forservice coordination in larger family developments is based on a minimum of a30 minutes per household weekly ratio depending upon the intensity level ofservice coordination. A quick method to determine the level of servicecoordination you need weekly is to multiply the number of resident’shouseholds in the developments under consideration by 0.5 hours. This is agood starting place from which you can go up or down, depending on thevariables discussed at the beginning of this section

• Another method is to use a ratio of 1:5 ratio of hours per week to residents forboth elderly and family properties. This method works well because thenumber of residents is used rather than the number of apartments and,therefore, “self-adjusts” for family size.

Service coordination program costs existing in some government-assisted housing are recognized as aproject operating expense.

Chapter 8 of the HUD Management Agent Handbook 4381.5 REV-2, CHG-2, provides guidance onbudgeting for the Resident Service Coordinator. This information can be accessed on-line atwww.hudclips.org. HUD Notice H 94-98 also provides guidance on funding Resident Service Coordinatorsin eligible developments, using residual receipts, budget-based rent increases, or special adjustments (SeeAppendix A- HUD Notice H 94-98). For guidance in submitting a request to HUD to fund a ResidentService Coordinator, see Appendix C – HUD Service Coordinator Funding Request Form.

In Maine, USDA Rural Development reviews and approves requests for the use of operating funds forservice coordination programs on a case-by-case basis.

The RSC’s salary is only one component of the budget for Service Coordination. If you are initiating aservice coordination program, reasonable start-up costs should be included in the initial budget.

Start-up costs include: • Modification (or construction) of private office space

• Office furniture and equipment

• Computer(s), software and internet access

• Initial training and orientation

The items listed above are normally one-time costs. Recurring expenses, in addition to salary and fringebenefits, normally include:

• Training

• Travel, including per diem reimbursement

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• Office supplies and materials

• Telephone and Internet subscription

• Indirect costs (administrative and overhead)

• Quality Assurance

MSHA Budgeting Expectations When budgeting for service coordination in MSHA properties, expenses related to the RSC position, asstated above, should be reflected as a line item on Line #37 – Service Expenses on Schedule A of thedevelopment’s operating budget. In addition, MSHA requires the submission of a Resident ServicesAddendum, which provides further detail regarding the specifics of the service allocation in the operatingbudget (See Appendix D- MSHA RSC Budget Addendum). A narrative description of the expensesallocated for services may also be requested by MSHA.

Note: The MSHA RSC Budget Addendum is available as a fillable electronic file by contactingKathy Poulin, MSHA’s Manager of Resident Services at 207-626-4610 or via email [email protected]

F U N D I N G S E RV I C E C O O R D I N AT I O N : H E L P F U L H I N T S

When considering the initiation of Service Coordination, the Property Owner/Management Agent willsurely ask, “How can I fund this position?” The following outline will help guide the owner andmanagement agent through the maze of funding sources that support Service Coordination and theexpectations attached to these sources. (See Appendix B- HUD RSC Funding Sources Grid)

NOTE: In order to maintain consistent funding, HUD prefers that RSCs, to the extent possible, befunded from either Operations or Residual Receipts.

HUD Section 202 & 202/8 Properties:Operations

• Include RSC expense in application for Sec 202 Capital Advance!

• For existing Sec 202 developments, obtain HUD approval

• Rent increase requests must be applied for, and approved, separately

• Must exhaust all Residual Receipts funds above minimum before requesting a rent increase

• Can use a combination of operating and Residual Receipts

• A special adjustment may be made for Automatic Annual Adjustment rents

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Residual Receipts• Obtain HUD approval

• Retain a minimum of $500 per unit

• Residual Receipts account must be segregated from Replacement Reserve

Resident Service Coordinator Grant• Annual SuperNOFA competition; $50 million available nationally

• Three-year funding

• At least 25% of the population must be considered frail or at-risk elderly ornon-elderly disabled

• Must be current in mortgage payments, or under an approved HUD mortgagepayment plan

• Must have a REAC score of 60 or above or under an approved workout plan

• Must be in compliance with Regulatory Agreement

• Can apply for one RSC to provide service to multiple developments

HUD Section 202/PRAC Properties:Operations

• Include RSC expense in application for Sec 202 capital advance! If you didn’t;

· apply to HUD for an amendment to the PRAC Regulatory Agreement to include a Resident Service Coordinator EXCEPT FOR

· sponsors who receive housing services assistance under 802 of the National Affordable Housing Act

• Applicant may also include up to $15 per unit per month for services to frailand “at risk” resident, including:

· Meal service adequate to meet nutritional needs (meals can not be mandatory);

· Housekeeping aid;

· Personal assistance;

· Transportation services;

· Health-related services;

· Other services the Field Office deems essential for maintaining independent living.

• The “frail” and “at risk” analysis is relevant only with regard to determining aperson’s eligibility to receive supportive services paid for by HUD and is not adetermination of eligibility for occupancy.

• Reference Handbook 4381.5 REV-2 CHG-2 Chapters 8 and 9

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HUD Traditional Public Housing Properties:Operations

• No HUD approval needed; must be able to meet budgetary requirements

Capital funds• Must address Management Improvements

HUD Resident Opportunity and Self-Sufficiency Grant (ROSS): Service Coordinators:• Annual SuperNOFA Competition (due dates are by category)

• For the last three years, HUD has allowed renewals only

• 25% match (cash; in-kind; contributions or administrative costs provided toyou; funds from Federal sources - but not ROSS, DSS, TOP or SC funds; fundsfrom any State or local government sources; funds from private contributions)

• Elderly and persons with disabilities only (a combined total of 25% inelderly/family developments)

HUD Resident Opportunity and Self-Sufficiency Grant (ROSS): Other Categories• Resident Service Delivery Models (RSDM)

· Family only: Program Coordinator

· Supportive services, resident training/education programs, IDAs, etc.

· Elderly and Disabled only: Program Coordinator

· Supportive services, personal emergency response, etc.

• Neighborhood Networks (NN)

· Program Coordinator

· Physical improvements, hardware and software, security, etc.

• Homeownership Supportive Services (HSS)

· Program Coordinator

· Homeownership counseling, credit repair, credit and financial management,physical improvements, etc.

HUD Neighborhood Networks• Must comply with Handbook 4381.5 REV-2 CHG-2 Chapters 8 and 9

Other Resources:• Americorps*VISTA

· http://www.americorps.org/

• Public and Private Grants (where available)

• College Student Interns

• Green Thumb/Senior Companion Program

· http://www.experienceworks.org/scsep.html

Note: For more information regarding HUD funding of Resident Service Coordinators, go towww.hudclips.org.

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T H E B U I L D I N G B LO C K S F O R S U C C E S S F U LS E RV I C E C O O R D I N AT I O N

IntroductionLinking housing and services offers enhanced community living for residents whose needs may besignificant, but whose options to meet those needs are limited. Although the needs of the elderly andfamilies are different, successful service coordination programs, implemented to help meet eachpopulation’s individual needs, requires advance planning and forethought. The following information isintended to guide Owners and Management Agents through the important planning process as theydevelop service coordination within their properties.

Establish a Resident-driven vs. Need-Driven Model of Service ProvisionIn a resident-driven model of service provision, services are offered to all residents and each residentdetermines which services they will use. This means the RSC does not determine what service theresident needs or how often s/he needs it. In a need-driven model, the assessment of resident needs mayincrease the likelihood of being found liable for an injury because the resident or their family could claimthe assessment was not adequately performed and that breach of duty caused an injury. You are likely toassume a smaller risk if you properly operate a resident-driven service delivery model that emphasizes theresident’s independent decision making ability.

Identify Issues and Minimize RisksIt is important to understand the potential risks involved with adding support services within a non-institutional housing environment. With proper due diligence, the risks can be managed. The followingguidelines have been included in the manual in order to sensitize Owners/Management Agents to someissues surrounding service provision and to provide some insight to help minimize potential risks. Forassistance in implementing your program, it is strongly recommended that you check with your legalcounsel and your insurance agent regarding liability concerns.

Although it is important to understand the potential risks involved with adding support services tohousing developments, the risks are manageable but only if you enter the supportive housing arena withyour eyes open. There is a great demand for services that residents want and need. Don’t become frozenin your actions because of undue concerns for liability. While there is no way to entirely avoid liability,there are many things you can do to limit your exposure to it.

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Suggested guidelines:1. Comply with Fair Housing and 504 Issues when Implementing All Services.The State and Federal Fair Housing Law and Section 504 of the Rehabilitation Act of 1973, and, whereapplicable, the Americans with Disabilities Act of 1990, must be considered when deciding to offersupportive services. If services are offered, the manner in which they are provided must be consistent withthese non-discrimination laws. The following are some areas of normal housing business operations thatare directly affected by these laws:

• Targeting: If services are offered, Management is required to make servicesavailable to all residents if they provide a service for any resident. If a residentis disabled, management must provide a reasonable accommodation to enablethe resident to use the services that are provided (See Appendix O - ReasonableAccommodation Sample Protocol).

• Assessments: Neither housing management nor the RSC may assess theappropriateness of housing applicants or occupants for “independent living” ortheir need for services. Management staff may assist residents who volunteerinformation about their disability and who request assistance, but neither themanagement staff nor the RSC may use that information to treat the residentdifferently from any other residents in the provision of housing. Ideally, in aresident-driven model of service provision, Resident Service Coordinatorsshould not be involved with assessments for services — even when “screening”for eligibility for existing community resources. Instead, they should adviseresidents of the eligibility criteria for a particular service or program and assistthe resident, if needed, in the referral process. (See Appendix E- ReferralTracking Form and Appendix F- Referral Indicators).

• Conditions: Management Agents and Resident Service Coordinators may not:

(1) Require applicants/occupants to participate in a services program or acceptservices as a condition of occupancy; (See Appendix G – Non ParticipationForm).

(2) Require applicants/occupants to provide information about the severity oftheir disability as a condition of obtaining services paid by the resident orsubsidized by the housing development;

(3) Prohibit a resident from utilizing available services as part of the housingservices program because the resident is also eligible for a similar servicethrough an existing community agency;

(4) Limit services to those assumed to be most in need because programresources are limited.

Please Note: Non-discrimination law considerations can actually help minimize liability concerns byensuring a resident-driven approach to service delivery. Given that most of the risk of liability liesin making the needs assessment, resident-driven services may be less risky than need-driven services.

2. Maintain Confidentiality• Service Coordination Records: It is important to understand that the RSC’s

files are the property of the Owner. Although files are generally shared only ona “need to know” basis, care should be taken to document appropriately so as

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not to violate residents’ rights to confidentiality regarding their medicalconditions or history, ADL functioning, ability to live independently, and so on.

3. Understand the Elements of Negligence Liability.Owners/Management Agents should have a general understanding of the principles of negligence law inorder to minimize the possibility of being found responsible for injuries suffered by residents as a resultof services provided. A comprehensive discussion of negligence law is beyond the scope of this guide.However, Owners/Management Agents are strongly encouraged to consult with their legal counsel.

4. Create A Well-Defined Job Description To Help Guide the Position. It is imperative that the responsibilities of the RSC be spelled out, as well as what the ManagementCompany is not assuming responsibility for by providing this service. Job descriptions need to be veryspecific and should state responsibilities in a way, which emphasizes a resident-driven model of service,provision. Should an employee assume too much responsibility, it can then be demonstrated that she/heacted outside the scope of her/his authority. Carve out duties and responsibilities that can be attained ona consistent basis, with exclusions noted. A well-defined job description for your RSC is vital instructuring a resident-driven model. (See Appendix H- Sample RSC Job Description. Also see MSHAcomprehensive sample job description in this manual on pages 15-17.)

5. Hire the Right Person for the Position. The person you hire should possess a combination of skills in the area of advocacy, communications,decision-making and problem-solving, group facilitation and mediation, and service brokerage. Theymust be committed to working with people in a way that is nonjudgmental, non-intrusive, confidential,and promotes resident empowerment and autonomy. Select a person who is comfortable with residentsmaking their own decisions and who will not attempt to foster resident reliance(See Appendix I – SampleRSC Advertisement and Appendix J – RSC Interview Questions).

6. Keep Clear And Regular Business Records Of Service Coordination Activities. Clear and factual documentation is the best defense should a legal action occur. Good business recordscan establish the facts concerning a disputed incident. Non-existent or careless business records can bedamaging (See Appendix K- Documentation).

Documentation recommendations include:• Be concise and factual. Entries should be pertinent, clear and concise. Specific

notations should be objective, factual descriptions.

• Carefully document all conversations with residents concerning services. It is asimportant to document conversations regarding the risks being taken byresidents when they refuse services as when they receive services.

• Entries should be made within a reasonable amount of time following theconversation. Avoid gaps in notes. This can be construed as a lack of follow upor continuity regarding a resident's situation (See Appendix L- IndividualTracking Form).

• Avoid changing documentation once written by recopying, erasure or white out.Label what needs to be changed as an error, and put a line through the notationand initial it.

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• All agreements with the residents should be in writing. Give the resident a copyof all written agreements and keep a copy in their file.

• Information should only be released to a third party with a signed written releasefrom the resident. The release by the resident should detail whom theinformation can be released to. Information may also be released by subpoena, toreport abuse, or to report a person who is in danger to her/himself or in the caseof a medical emergency. (See Appendix N- Release of Confidential Information)

7. Inform residents of all aspects of the services provided. Residents should be informed about the nature of services, the amount and type of services they canexpect, and the conditions under which the services could change. Informing residents and their familiesand significant others of all aspects of the services provided at the development may diminish legal risksas well as help residents take advantage of the services offered.

Owners who offer services may reduce liability concerns by leaving service and choice of serviceprovider to residents; clarifying management and resident responsibilities and limitations; andavoiding the appearance of having a duty to monitor the status of residents and their needs.

C R E AT I N G A S U C C E S S F U L H O U S I N G T E A M

It is critical that Resident Service Coordinators be an active and full member of the managementteam. The management team should meet on a regular basis to jointly discuss issues that arise, andall team members should receive relevant written materials, memos, move-in and move-outs, leaseviolations and eviction notices, and updates on a periodic basis.

The RSC must recognize that the successful fulfillment of her/his position necessitates maintaining adelicate balance between the needs of residents and the expectations as an employee of the ManagementCompany. However, since one of the RSC's major functions is advocacy on behalf of residents,management must understand and accept advocacy efforts, especially when such efforts may conflict withthe immediate expectations of the Management Company.

The steps to ensuring successful service coordination and teamwork among management staff andResident Service Coordinators include, but are not limited to:

• Review the job descriptions of all management staff and address areas ofoverlap. It is important to review the overall organization of the ManagementCompany prior to hiring a RSC. Addressing potential overlap in the jobdescription of the RSC and that of other staff can help to avoid problems andconfusion on the part of both staff and residents.

It is also important to hold discussions with relevant employees to discuss theneed for service coordination, the role of the RSC, and the benefits of theprogram to residents, the Management Company, and individual employees.On-going staff discussions regarding service coordination helps to clarify therole and its benefits.

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• Clearly define the Resident Service Coordinator position. Ensure that staffdemands do not conflict or compete with the RSC’s primary role as a residentadvocate. Resident Service Coordinators should not be involved in propertymanagement or lease compliance functions, such as collecting rents, performingphysical inspections, certifying housing eligibility, lease enforcement, supervisingclerical or maintenance staff, and so on.

Resident Service Coordinators are part of the management team and can beparticularly helpful to management staff when resident lease violations occur,when a resident needs a reasonable accommodation (See Appendix O -Reasonable Accommodation Sample Protocol), and in educating residents abouttheir housing rights and responsibilities. In addressing these issues, the managerand RSC may approach an issue from a different point of view, but their goal isthe same: successful tenancy! They must work in tandem to achieve this result.

• Distinguish the role from that of others. An RSC is not a social worker, casemanager or activities director. While Resident Service Coordinators oftenperform certain functions similar to those of other social service roles, it'simportant to clarify the distinctions between them when introducing the RSCto both management personnel and residents. Unlike social workers and casemanagers, Resident Service Coordinators do not "target" services to residents,conduct structured assessments to determine needs, or develop individualizedcare plans. Resident Service Coordinators do not assume responsibility forensuring the support needs of residents will be met. Instead, Resident ServiceCoordinators supply information that increases residents’ knowledge of availableservices and entitlement programs, and link residents to those services uponrequest. Simply put, Resident Service Coordinators function as advocates tohelp address both individual support needs and the broader collectivecommunity issues that affect residents' psychological and physical well beingand their quality of life.

The role of the RSC should also not be confused with that of an activitiesdirector. While RSCs often facilitate and support resident social activities orprograms to create a more positive social environment, in most instances theday-to-day responsibilities associated with the role leave little room for directinvolvement in activities. When the RSC becomes too closely associated withactivities, her/his primary role as a resident advocate becomes blurred in the eyesof residents, management staff, and community service providers.

• Provide an adequate orientation to property management. As a teammember, and because the RSC works with residents and advocacy groups, it isimportant that she/he knows and understands the policies and procedures withwhich residents are required to comply. The minimum documents that shouldbe provided at orientation include:

· The resident selection plan and application packet

· The lease agreement and related addendum’s

· The resident handbook/house rules

· The policies and procedures which govern the site

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· Relevant regulatory requirements.

· The by-laws of the resident organization, if any.

· The RSC should also have an overall understanding of the propertymanagement policies and procedures and the individual roles of the team members.

• Establish clear and appropriate supervisory arrangements. The relationshipbetween RSC and supervisor is an important one. The supervisor needs toprovide support and encouragement to the RSC and ensure that the position isviewed as an integral part of the housing management team. She/he must be ableto clearly and consistently define and communicate the RSC role to other staff.

• Accept changing roles. It is important for team members to transferresponsibility for supportive services to the RSC. The willingness to directresidents’ inquiries and requests for assistance to the RSC establishes a clearlydefined role for him/her.

• Have realistic expectations. Many residents’ issues are complex and extremelydifficult to resolve. Conflicts between individuals or groups of individuals areparticularly challenging and time-consuming. Long-standing, chronic issues areunlikely to go away overnight. The RSC may be able to assist residents inkeeping problems at manageable levels or help prevent problems from escalatingto crisis proportions. However, while they can explain the consequences of aparticular behavior, the RSC cannot act without the consent of individuals, norcan they force the individual to accept recommended services or solutions.

• Adhere to confidentiality guidelines/laws. Due to the nature of the housingbusiness, employees have access to confidential information. As with otheremployees, the RSC is responsible for ensuring the confidentiality of theinformation entrusted to them. Resident information may be released only withappropriate authorization. It is advisable for Resident Service Coordinators tohave a specific release signed by each resident which will allow the RSC to workwith family, service providers, and others as specified.

• Provide the essential tools. The essentials for all Resident Service Coordinatorsinclude, at a minimum:

· Private space to conduct day-to-day business

· Convenient and private access to a telephone

· A desk or file cabinet with locking drawer space for files containing privilegedinformation

· Computer/Internet access

• Encourage collaborative roles:

· Lease violations: (non-criminal)Resident lease violating behavior may be reported to the Property Manager bymany sources: staff, other residents, family, friends, and neighbors. Since thegoal is to avoid eviction, the Property Manager and RSC should workcollaboratively to seek a resolution

It is suggested that the Property Manager send a letter to the resident stating

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the infraction and the specific section of the lease that was violated, along with an offer of possible interventions by the RSC (remember to provide acopy to the RSC!).

· Reasonable accommodations All staff needs to understand Fair Housing laws including ReasonableAccommodation. Because Resident Service Coordinators work closely withresidents, they are “naturals” to initiate the Reasonable Accommodation process.

Specific Reasonable Accommodation policies and procedures need to be written and included in all company handbooks and equally applied to all residents. (See Appendix O – Reasonable Accommodation SampleProtocol)

· Recognize the importance of networking with peers. The position of RSC isunique and varied. Over time, the RSC is likely to facilitate, coordinate,communicate, arbitrate, deliberate, advocate, empower, reach out and listen.It is important that Resident Service Coordinators have opportunities to meetand exchange information with others experiencing like responsibilities andchallenges.

· Create community collaboratives. Facilitating residents’ access to services,marketing the property and the management company/organization are keycomponents of the RSC role. Resident Service Coordinators are usually theManagement Company’s main link to the larger community. Theirrelationships and ability to collaborate with community service providers willenhance good will, as well as visibility and position of the development as apositive addition to the community.

T H E E T H I C A L F R A M E W O R K F O R S E RV I C E C O O R D I N AT I O NResident Service Coordinators cannot afford to be complacent about ethics. The evaluation of theirprofessional competence will be based on their knowledge, skills and judgment. A good litmus test forRSCs is to ask themselves “Can I justify my actions/decisions to a group of my peers?” (See MSHA ServiceCoordination Code of Ethics on page 10)

The guiding ethical principles which govern Resident Service Coordinators’ standards of conduct inrelationship to others include:

• Autonomy - being in charge of one’s own life (a great concern for the elderly,family and disabled).

• Nonmaleficence - above all, do no harm.

• Beneficence - an ethical obligation to contribute to the health and welfare of thepeople they serve (beware of paternalism)!

• Justice - fairness as determined by society equals the law.

• Fidelity - a faithfulness and commitment to the relationship with the peoplewho come to see them.

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C O N F I D E N T I A L I T Y

General guidance regarding confidentialityConfidential information about a resident is to be treated with respect and with great concern for theresident’s privacy. However, the RSC is part of a larger management team and the files are the propertyof the Owner/Management Agent. There are several reasons why a Property Manager would need toaccess the RSC resident files, including RSC supervision and/or to follow-up on issues in the absence ofthe RSC. It is imperative that the RSC inform residents that the Property Manager and other staff of themanagement company have access to files on a “need to know” basis and explain to the resident thereasons why this is necessary. Emphasizing the importance of maintaining confidentiality will assist theRSC in developing a trusting relationship with residents.

Confidential information regarding the resident may be released to other parties when there is a signedand dated Release of Confidential Information Form in the resident’s file. (See Appendix N- Release ofConfidential Information). The Release of Confidential Information Form is used when the RSC needsto share resident information with outside agencies, family members or others such as informal caregivers,neighbors or friends. It is important for the RSC to explain to residents what information is to be shared,how the information will be used and to whom the information will be released. The Release ofConfidential Information Form is good for one year before another needs to be executed. It isrecommended that a new form be used each year in order to review and revise (as appropriate) the namesof individuals and organizations noted on the release.

It is also important to let residents know that confidentiality may be broken in the followingcircumstances without notice to the resident:

1. Any fraudulent or illegal activity on the part of the resident;

2. Any lease violation;

3. Any information relating to abuse or neglect of the resident, or any potential danger to self or others;

4. Court-ordered subpoena;

5. Medical emergency

It is recommended that the RSC sign a confidentiality agreement in the presence of the resident (SeeAppendix P – Confidentiality Agreement). This can serve as an opportunity to explain to the residentwhat the RSC will keep confidential and what they are required by law (either Federal or State) to divulge.

The RSC must take special note of circumstances that can inadvertently breach confidentiality. It isrecommended that faxes with confidential information be used only in urgent or emergency situationsand that when using email to send resident information, the RSC remove any identifying information toprotect resident privacy.

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The ethical and legal limitations to a RSC’s promise of confidentiality may include:

• Adult or Child Protective Services Referrals: Resident Service Coordinators may belegally obligated to report residents who they believe may be a danger tothemselves or others within the housing complex to the Department of HumanServices. When faced with mandatory reporting, Resident Service Coordinatorsshould encourage residents to make mandatory reports themselves, ideally fromthe RSC’s office or in their presence. At other times, it may be possible to haveanother professional in a less sensitive role make the report. In cases where aRSC must make a mandatory report, it is common to discuss the report withthe resident beforehand, unless there is reason to believe this will place thesuspected victim in further jeopardy. Regardless of how a particular situation ishandled, it should be carefully documented.

• Court Testimony: An RSC may be required under certain circumstances to revealinformation a resident has disclosed to her/him.

• Lease Violations: A Resident Service Coordinator may have a responsibility toher/his employer to report lease violations that come to her/his attention in thecourse of her/his duties.

The limits on confidentiality should pose few problems if Resident Service Coordinators advise residentsof the limitations up front, and ensure that residents understand the implications of the limitations. It isstrongly recommended that Resident Service Coordinators include the limits to their confidentiality inwriting as part of the confidentiality agreement they put in place with residents (See Appendix P-Confidentiality Agreement).

Confidentiality extends to the documentation and records maintained by Resident Service Coordinators.Good documentation is not just a question of proper ethical practice, but of self-preservation. Residentshave a right to access their records. Only information that is demonstrably related to the RSC’s role andthe solution of the resident’s problems should be received, recorded, or released. Generally, residentsshould be used as the primary source of information about themselves.

A resident may waive confidentiality, but only after he or she has been informed of the reasons theinformation is being sought and the possible ramifications of waiving confidentiality. It is stronglyrecommended that the RSC document in the resident file if the resident chooses to waive confidentiality.

Releases of information should be as specific as possible regarding what information is to be released andto whom. “Blanket” or non-specific releases are unethical and may not provide sufficient legal protection.(See Appendix N- Release of Confidential Information)

As a matter of good practice, the RSC should review specifics of information received from third partieswith the resident as appropriate. For instance, the RSC should give the resident a brief report aboutphone consultations and copies of correspondence and reports sent to others.

When the RSC receives a request of information from a third party, even with a signed release of information, it is good practice to double check with the resident and discuss what information willbe provided.

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At a minimum, management companies employing Resident Service Coordinators should develop anddisseminate policies and procedures that will cover the following:

a) What information is to be sought and from whom;

b) What information is to be recorded and in what form;

c) Who has access to information about residents and under what circumstances;

d) Plans for storing and disposing of records;

e) When and how a RSC has a “duty to warn” regarding dangers to the public;

f ) Limits to the promise of confidentiality;

g) Turnover in the RSC position (See Appendix Q – RSC Transfer of Confidential Information);

h) In-service training to help Resident Service Coordinators and property management staffunderstand confidentiality ethics and the policies and procedures surrounding the position ofResident Service Coordinators.

D E V E LO P I N G P O L I C I E S A N D P RO C E D U R E S

OverviewPolicies and Procedures provide the RSC with the foundation and processes they need to do their work.A policy and procedures document clearly spells out the responsibilities of the RSC, the parameters oftheir work, and their relationship within the overall organization.

The following may be considered for inclusion:

• Mission Statement

• Ethical Standards

• Responsibilities

• Supervision

• Training

• Confidentiality

• Budgets: Service Coordination and Property(ies)

• Referrals

• Networking

• Reporting/Documentation

The Owner/Management Agent should define in detail the philosophy, goals, objectives and limitationsof the RSC. In a resident-driven model, it is imperative that the Owner/Management Agent avoid theappearance of determining what services the residents need or how often they need them.

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O R I E N T I N G T H E R E S I D E N T S E RV I C E C O O R D I N ATO R

A thorough orientation and training is critical to the successful initiation of the Resident ServiceCoordinator position. Resident Service Coordinators should have, at a minimum, an understanding ofthe following:

• Her/his role as part of the property management team.

• The philosophy, goals, resources and limitations of the Owner/Management Agent.

• The standard and limits of confidentiality among Resident Service Coordinatorsand residents in relationship to management staff, families, service providers,and the legal system.

• The importance of developing rapport with residents so that they approachher/him when they need help (See Appendix R- Developing Trust withResidents).

• An understanding of available services in the area, and the importance ofdeveloping effective working relationships with service providers and familymembers.

• The critical importance of meaningfully involving residents in the planning anddelivery of desired services.

• How to set and maintain clear, appropriate, and culturally sensitive boundarieswith residents (See Appendix S- Professional Boundaries).

• How to avoid overload and successfully allocate time among multipleresponsibilities (See Appendix T- RSC Allocating Time).

• How to avoid potential “burnout” by actively managing the stresses of the job(See Appendix U- RSC Burnout).

The introduction and integration of the RSC with the staff and residents is essential. A resident meetingconvened by the Property Manager in order to introduce the RSC reflects management’s support and understanding of the role of the Resident Service Coordinator. It is also an excellent way to marketthe position.

S U P E RV I S I O N O F T H E R E S I D E N T S E RV I C E C O O R D I N ATO R

Supervision of the RSC, ideally, should be done by an individual who understands the ServiceCoordination Program and its relationship to the residents, the management company, the communityat large, and the owner.

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The supervisory role may be handled in a variety of ways:

• The supervision and evaluation of the RSC is performed by the CEO or highlevel administrator of the project because the RSC relates to all other departmentsand staff, as well as to the broader community. The CEO or other administratorwith a comprehensive view of the agency may be in the best position to assist theRSC in understanding and working with the management team, and in providingappropriate support and oversight with community relations.

• When a service coordination program is provided at multiple sites and involvesmore than one RSC, an RSC supervisor may be hired and a division formed aspart of the property management company.

• In other instances, an RSC, who is responsible for a single development may besupervised by the property manager for that site. In instances where the RSC isresponsible for multiple developments, supervisory responsibility is generallydelegated to the senior property manager or, in the case of most local housingauthorities, to the Executive Director.

As with other staff, it is advisable to have the Resident Service Coordinator supervised by only oneindividual. This is especially important when the RSC serves multiple complexes managed by differentproperty managers. The general principles of supervision that apply to other positions also pertain to RSC:

• Provides orientation and training

• Clearly defines and communicates the service coordination position to other staff

• Assures compliance with company and regulatory agency policies.

• Oversees RSC standards

• Supports professional development and training

• Maintains on-going communication and support

• Is available for assisting with the resolution of immediate problems

• Works with Resident Service Coordinators to assess residents’ needs, joincommunity collaboratives, and augment services

• Recognizes the need (and allows work time) for the RSC to network with othersin similar positions

• Establishes relationships with other qualified service professionals to obtainadvice and guidance on particularly difficult issues

• Allows Resident Service Coordinators the independence and latitude to carryout their responsibilities.

• Works with the RSC to create reporting mechanisms that truly reflect the workthey do on a day-to-day basis.

• Performs yearly evaluations.

Providing support for the Resident Service Coordinator is an important part of the supervisory role.She/he plays a critical role in preventing misunderstandings and promoting a sense of trust, mutualunderstanding and respect among members of the property management team.

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M O N I TO R I N G T H E R S C P RO G R A M

Monitoring the RSC Program and the activities of the RSC is important for the Management Agent, the Owner and the regulatory agencies. Regular reports and meetings should reflect the wide range of the RSC’s activities. These reports may include data collected from the following key areas of servicecoordination:

• Individual resident contact

· # of unduplicated residents served

· Hours spent

• Referrals

· Type of referral

· Results of referrals

· Hours spent

• Advocacy efforts

• Community building activities

· Programs (# of participants)

· Mediations

· Hours spent

• Community Collaboratives

· Agency networking

· Benefit for residents, property, management company

• Outcomes

· Increased resident satisfaction

· Decrease in evictions

· Decrease in legal expenses

· Remain in apartment vs.transfer to Assisted Living/Nursing Home

· Decrease in phone calls/complaints to other staff

· Allows other staff to focus on their responsibilities

• Administrative tasks

· Reporting

· Documentation/Tracking everyday activities

· Planning

This information is necessary for program expansion, monitoring, reporting to Regulatory Agencies, andmost important, on-going financial commitment to the RSC position from the property owner.

Tracking forms measure the role RSCs play in linking residents to existing services and the provider’sresponse to service requests. It provides the documentation needed to identify and solve potential

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problems that may arise, and to help measure effective partnerships with various agencies. Moreimportantly, the form helps Resident Service Coordinators identify when they need to advocate on aresident’s behalf for needed services. RSC may also find that the use of tracking forms is helpful incompiling data for reporting purposes. (See Appendix M- Summary Tracking Form)

Services provided “in house” by the Owner/Management Agent should be monitored at least monthlyand include: type of services used; who uses the service; the quantity; the date; and whether a co-paymentis involved. This information helps the Owner/Management Agent evaluate services and helps Ownersunderstand the return on their investment.

On-going monitoring of services and the service coordination program as well as periodic residentquestionnaires allow the RSC, Management Agent, Owner, and stakeholders to determine and respondto the fluctuation in services, service demands and the overall success of the program. (See Appendices Wand X – Resident Surveys)

R E P O RT I N G R E Q U I R E M E N T S

Maine State Housing Authority does not currently require the submission of monthly, quarterly or annualreports regarding service coordination activities in its portfolio. However, many management companiesdo require reporting of Resident Service Coordinators activities within the properties that they manage.Additionally, properties receiving HUD funding are required to submit a completed Semi-Annual ServiceCoordinator Performance Report (form HUD-92456)* to their HUD Asset Manager (See Appendix V-HUD Semi Annual Report). Properties receiving HUD grant funds to support their servicecoordination program are also required to submit a completed Financial Status Report, Standard Form(SF) 269 to their HUD Asset Manager on a semi-annual basis (See Appendix Y- HUD Form SF 269).

Reporting Deadlines for the HUD reports listed above are as follows:

For Periods: Due Dates:April 1st – September 30th October 31stOctober 1st – March 31st April 30th

*Note: HUD Form 92456 – Semi Annual Service Coordinator Performance Report is available in a fillable electronic file by contacting Kathy Poulin, MSHA’s Manager of Resident Services at207-626-4610 or via email at [email protected].

E VA LUAT I O N

Evaluating the RSCThe evaluation of the RSC, like any staff, starts with the job description for the position. What shouldthe person be accomplishing and how well are the duties being performed? Although most companieshave specific procedures and forms for employee evaluations, the following are some questions you maywant to consider in evaluating job performance:

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Does the RSC…• Respond to residents’ requests for assistance in a timely manner?

• Respond to staff referrals and requests for assistance in a timely manner?

• Provide residents with accurate information about available communityresources?

• Document appropriately?

• Maintain and update a community resources file/directory?

• Possess a general knowledge of the services being provided to residents?

• Recruit, use, and supervise volunteers effectively?

• Facilitate the development of informal support networks within the facility?

• Work effectively with other members of the property management team?

• Maintain confidentiality?

• Work effectively with community service providers?

Another way to evaluate the effectiveness of the position is to ask site personnel and/or residentsthemselves how they have been helped by the RSC. This could be done informally by the RSC’ssupervisor, or through a short resident questionnaire used periodically. A sample management staff surveyhas been included as Appendix Z and a sample resident survey as Appendix AA.

Assessing Your Service Coordination ProgramElderly or family, urban or rural – it doesn’t really matter what kind of housing development that youserve, the underlying framework for a great program of services is fairly constant.

Unfortunately, staff is usually so caught up in the demands of delivering or coordinating services thatnobody ever examines that framework – the systems, policies, procedures and strategies put in place – tosee whether or not it’s time for a tune-up.

Pennsylvania Housing Finance Agency (PHFA) Housing Services Division has developed a simple Self-Assessment Checklist (See Appendix BB - PHFA Resident Services Program Self Assessment) that can beused by staff to evaluate their own program of services. Investing as little time as one hour with thisChecklist can provide insight into what systems are working well and which areas may need some fine-tuning. The Checklist makes it easy to prioritize and then systematically make small changes that candirectly improve the quality of any resident services program.

Since most of us don’t have the time or energy to completely revamp a program, committing to small stepsmay be the key to long-term success. Periodically using the Checklist to prioritize and initiate that seriesof changes will assure that the program keeps moving in the right direction. For staff at developments thatare in the planning or start-up phases of their program, this Checklist can act as a blueprint for developingthe infrastructure on which to build an effective services program. Either way – for a new resident servicesprogram or an existing one – taking time out for regular tune-ups will pay off in the long run.

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M A R K E T I N G Y O U R S E L F A S A R E S I D E N T S E RV I C E C O O R D I N ATO R

Often, RSC’s narrowly view themselves as the person who links residents to services and resources. It isimportant that RSC’s broaden their view to include the marketing their role to residents, their employerand the community at large.

By taking the initiative to market yourself as an RSC, you will ultimately help others understand whatyou do and the benefits that service coordination provides to the residents, the property, and thecommunity.

Suggestions on how to market yourself:

Market yourself to Residents• Let residents know who you are and what you do on a continuing basis through:

· Brochures

· Letters

· Group meetings

· Attendance at resident move in orientations

• Inform families of your role through:

· Brochures

· Meetings to explain your role and how you fit into yourcompany/organization

• Do periodic questionnaires to:

· Assess your impact

· Get input in order to do your job more effectively

Market yourself to your employer• Make sure your role is clearly defined (job description and policies and procedures)

and everyone you work with understands your role and their relationship to you.

• Educate yourself regarding housing including housing rules and regulations.Broaden your knowledge base. Have an understanding of the whole package!

· Learn the language, rules and regulations of housing

· Understand the lease, reasonable accommodations, management agreements,property budgets and your program’s budget and funding sources.

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• Stay connected!!! – to all parts of the company/organization

· Maintain visibility

· Introduce yourself to all new employees and let them know what you do

• Initiate meetings, write letters and emails to keep co-workers informed regardingyour activities and accomplishments

• Do periodic questionnaires to coworkers to assess your effectiveness and be opento constructive input into your program.

• Prepare comprehensive reports for appropriate co-workers in order to informthem of your work

• Ask to be included in all management meetings (Be an active participant!)

• Show your employer how you have helped the company’s “bottom line” as yourwork pertains to:

· Reduction in turnover and maintenance issues. (Give anecdotal informationregarding resident retention; examples of evictions that have been avoided;resident satisfaction; services that allow residents to maintain the ability to liveindependently)

· Development of contracts for late rents

· Economy of scale

• Be well prepared for your annual review- use any or all of the above!!!

Market yourself to the Community• Network with the broader community and develop relationships, which will

help residents. Make the mission of your company more visible, and spread theword about the RSC’s role.

· Form collaboratives that create win-win situations for all parties (Example: Mental Health/Housing Collaborative in Maine)

· Serve on committees that will help you advocate for your residents(Example: Long Term Care Working Group: Alzheimer’s Associations, AreaAgencies on Aging’s, state committees that effect housing and services, etc.)

· Meet with people you talk to on the phone

· Keep in touch with State and Federal Agencies

See Appendix CC– Sample RSC Marketing Brochure

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C O M M U N I C AT I N G W I T H R E S I D E N T S

Communication is key in establishing and maintaining a successful service coordination program.Communication doesn’t occur simply because people live together. Communication is a natural outgrowthwhen residents are stimulated by interesting activities, when they’re involved in situations that encouragethinking and problem solving, and when they perceive that their contribution will be valued by others.

The RSC needs to communicate how the service coordination program works to develop and implementservices to maintain independence, life satisfaction and well being for all residents. An effective RSCneeds to explain their role and responsibilities to residents. A good way to communicate this is throughpamphlets, welcoming groups, community meetings, and individual interviews. An RSC can facilitatecommunication and even friendships among residents by introducing residents and pointing outcommon interests.

Effective communication between the RSC and residents is vital to service development, linkage,coordination and successful tenancy. The resident needs to feel a sense of value in communication. Their input needs to contribute to the decision making necessary to manage their lives and empower theirself-sufficiency.

Physical barriers can create a negative communication environment. The RSC can provide access toassistive devices to make communication more efficient and effective. Easy access to a telephone or acomputer creates opportunities for communication. Amplifiers and teletype devices can assist the hearingimpaired resident. Speech synthesizers and sentence construction boards can aid the severecommunications problems. Besides hearing and vision impairment, consider that taste, touch, and smellgenerate information, as well.

Good communication assists the RSC in seeking input from residents and families in securing and/orcreating social programming that meets the recreational, health, educational and spiritual needs of thecommunity. A resident is likely to experience meaningful communication where there is a supportivesocial climate, free of evaluation and control, which enhances open expression of opinions and ideas andactive listening from the RSC. Residents will communicate when they know the RSC is listening withoutjudgment, will respect their remarks, and will respond openly, honestly, and fairly. Communicationsbetween the RSC and residents will assist in resolving individual or group conflicts when they arise. TheRSC’s office should be in a location that encourages communication and privacy.

Every new resident, at the time of move in, needs to be informed of the Service Coordination Programavailable in the development and the RSC’s role and responsibilities. Moving to a new community canbe a stressful time for residents. The communication between the RSC and the new resident may alleviatestressful feelings and help them adjust to their new community. The Resident Service Coordinator’scommunication skills may provide a viable sense of fellowship and community among residents and cancreate a trusting relationship between the RSC and residents.

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O RG A N I Z I N G A R E S I D E N T C O U N C I L

HUD recognizes a resident council as an “official” entity when it meets the following requirements:

1. The council is representative of the residents.

2. The council adopts written procedures outlining the regular election of officers.

3. The council has a democratically elected governing board made up of residents.

The main purpose of any council is to give residents a forum to voice their concerns and ideas and bringresidents together to build community.

Resident councils can be as small or as large as your community chooses to make it.

Some councils prefer to have bake sales, yard sales and coffee cloches to raise their funds to support thecouncil. Other councils apply for grants and/or are funded through housing authorities. The ways tofund, organize and run a council are as varied as the people organizing them.

Choosing an OrganizerHUD defines an organizer as “a tenant or non-tenant who assists tenants in establishing and operating atenant organization, and who is not an employee or representative of current or prospective owners,managers or their agents.”

Once an organizer is chosen, he/she then sets a date, time and location for the first meeting. It is up tothe residents if they want to invite management to this first meeting or any subsequent meetings. Officersare nominated and elected at either this first meeting or at a second meeting. Officers may include aPresident, Vice-President, Secretary and Treasurer. This council then sets goals and objectives for theirorganization. These can be based on resident survey, discussions at the first meeting and the philosophyand goals of council leaders and members. The council should also develop policies and bylaws that serveas the rules and regulations of the councils. These will include how matters are brought to the attentionof the council, attendance policies, speaking guidelines, voting stipulations and other procedural matters.

The council should schedule regular meetings. It may elect to meet more frequently in the early stagesuntil a sound working relationship has been developed. It must establish a way of communicating withmembers/potential members/management through newsletters, flyers, and telephone trees. Everythingthe organization does must be publicized for everyone in the group and building to see.

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A major goal of the council is to establish credibility and viability by timely follow-ups on allcommitments, however great or small. Leaders should bring suggestions from members, listen to them,respond to each person and follow up on all promises. Council prestige can be enhanced if the leadersinform the entire group of all plans, activities and accomplishments and all decisions are madedemocratically. Managers and Resident Service Coordinators can assist with this by always giving publiccredit to individuals active in the council.

Resident Councils are made successful with:

1. A vision of how to make the community better

2. Specific goals to make that vision a reality

3. Cooperative relationships

4. Strong and democratic leadership

5. Teamwork within the council

6. A code of ethics developed by council members and included in written bylaws

7. Patience, faith and lots of hard work!

See Appendix FF- HUD Model By-Laws for Resident Councils

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M E D I AT I O N

The Resident Service Coordinator may play the role of a mediator to help residents and families inrecognizing conflict as a natural part of life and with resolving differences practically, peaceably, and effectively.

An RSC can help both parties better understand each other and assist them in working towards solutionsof a persistent problem that may cause anger and non-communication between the disagreeing parties.When the RSC acts as a mediator, remember that a mediator must remain impartial.

An RSC may perform a wide range of services that include investigator, educator, advocate and liaison inorder to initiate a mediation process, (e.g. helping managers and residents recognize and solve safety oraccessibility problems). A dedicated, optimistic RSC who emphasizes the positive and has anempowering attitude may be able to successfully mediate for the residents or families. It is critical that theRSC documents the specifics of the problem/concern.

• The RSC will respect confidentiality between all parties.

• An RSC should demonstrate diplomacy but be persistent.

• Any type of mediation should take place in a neutral location.

Principles of Mediation Include:• Voluntary participation— Disputants choose to participate in mediation.

An RSC can educate residents and families about the benefits of airing conflictsand working toward solutions and might even persuade them to do these tasks.

• Nonadversarial process — Mediation is a noncoercive and informal butstructured process that encourages cooperative problem solving and helpsdisputants to see the other person’s point of view.

• Resolution — The disputants determine the solution with the assistance of the mediators. Disputants are considerably more invested in the success of aself-determined resolution than in an imposed resolution.

• Neutrality — Mediation takes place in a neutral and confidential setting.Mediators do not take sides.

As appropriate, the RSC should seek and secure the services of a trained professional mediator, especially incircumstances where there may be either a real or perceived conflict of interest in the RSC acting as mediator.

See Appendix EE- Helpful Websites for RSCs for additional mediation resources.

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Appendix A

OPENING DOORS 49

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Page 55: Program Guide - Maine State Housing Authority

Appendix A

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Appendix A

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Page 58: Program Guide - Maine State Housing Authority

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Page 62: Program Guide - Maine State Housing Authority

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OPENING DOORS 57

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Appendix A

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Page 64: Program Guide - Maine State Housing Authority

Appendix A

OPENING DOORS 59

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Page 65: Program Guide - Maine State Housing Authority

Appendix A

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Page 66: Program Guide - Maine State Housing Authority

HUD RSC FUNDING SOURCESAppendix B

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Page 67: Program Guide - Maine State Housing Authority

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Page 71: Program Guide - Maine State Housing Authority

66

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Page 72: Program Guide - Maine State Housing Authority

67

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Page 73: Program Guide - Maine State Housing Authority

Appendix D

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Page 74: Program Guide - Maine State Housing Authority

OPENING DOORS 69

Appendix E — Part 1

Dat

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Page 75: Program Guide - Maine State Housing Authority

Maine State Housing Authority — Resident Services ProgramResident Service Coordination Referral Tracking Form Instructions

• No referrals should be made without a signed release from the resident unless it is for Adult or ChildProtective Services.

• Whenever possible, residents should be encouraged to make contact with the agency directly. In thesecases, it is appropriate for the RSC to follow up with the resident on the status of the resident-directedreferral.

• All referrals are made on behalf of a resident, should be documented on the Referral Tracking Form.All referrals are documented even if they are in-house referrals to the agency that provides the RSC.

• Referral documentation includes the date of the referral; the resident’s apartment number or initials;the agency to which the resident was referred; provider agency contact person name and phonenumber; what services or problem the referral is intended to solve; and the results of the referral, i.e.,waiting list status, not eligible, need addressed, etc.

• When referrals are made to agencies with no funding available, the RSC needs to inquire into thewaiting list status and provide the resident with the opportunity to be on that waiting list.

• Referrals that do not result in addressing the identified need require follow-up and alternativeproblem solving strategies, i.e., referrals to other agencies, the opportunity to pay privately forneeded/desired services, etc.

• Repeated referrals on behalf of the same resident to the same agency for the same service without atimely response by the agency involved requires documentation in the resident’s file and need to beaddressed by the RSC with the agency in question.

• Referrals resulting in no action/response in that month are carried over to the next month’s reportingform. Referrals on a waiting list status are continuously carried over until the service need is resolved.

• Group referrals for benefit assistance, e.g., Tax & Rent, Low Cost Drug Cards, Food Stamps, HEAP,etc., may be documented by number rather than by individual. Example: 6 residents; #102, 114, 206,310, 411 & 514; DHS; Food Stamps; applications processed.

• Resident refusal to accept services should be documented.

Rationale

• This reporting form measures the role RSCs play in linking residents up with existing services.

• The form is a tool to help measure the community’s response to housing referrals; to provide thenecessary documentation needed to identify and solve potential problems that may arise; and to helpmeasure effective partnerships with various agencies.

• Most importantly, this form is a tool to help RSC’s identify when they need to advocate on a resident’sbehalf for needed services.

OPENING DOORS70

Appendix E — Part 2

Page 76: Program Guide - Maine State Housing Authority

Indicators for Requesting An Assessment of a Resident

Declines or becomes negative in SOCIAL BEHAVIOR• Becomes hostile.• Develops a communication barrier (impaired hearing, vision or speech).• Becomes withdrawn, reclusive.• Loses support system.• Has trouble reaching social services.• Shows a sudden change in relating to group or to staff.

Declines in SELF RELIANCE• Needs help with:

· meal preparation,· housecleaning,· personal care,· managing medications or other therapies,· safety awareness and response, or· shopping/financial management.

• Refuses services or help.

Changes in MENTAL HEALTH• Loses orientation.• Loses memory.• Seems confused.• Has sudden mood swings.• Loses sense of reality (speaks of non-existent events, people or objects).• Makes unreasonable, persistent demands on staff or others.• Alarms other residents.

Abuses ALCOHOL OR DRUGS• Falls, loses motor control.• Disrupts community.• Has frequent DWI, car accidents.• Has slurred speech, seems incoherent.

Changes in PHYSICAL HEALTH• Shows new symptoms of a disease and is not managing it.• Shows a change in a chromic health problem and is not managing it.• Is admitted for acute or intermediate or skilled nursing care.• Calls 911, uses emergency call system.• Shows a weight change.

OPENING DOORS 71

Appendix F

Page 77: Program Guide - Maine State Housing Authority

Non-Participation Form

I, _______________________, living at ___________________________________, (Name of Resident) (Name of Development)

understand I am responsible for making my own decisions and choices regarding a service(s) available tome. At this time, I am refusing to use a service(s) available as presented by the Resident ServiceCoordinator. The Resident Service Coordinator has fully explained: the rationale for accepting aservice(s); the specifics of the service(s); and the possible consequences of refusing to participate in theservice(s).

I hold the staff of ________________________________________________________(Name of Development)

harmless in case of damage to my personal property or injury to my person caused by refusal to utilizethe services of the Resident Service Coordinator.

Conditions/Remarks:

Resident Signature __________________________________________ Date____________

Resident Service Coordinator Signature____________________________ Date____________

Source: American Association of Service Coordinator Program Manual (2003).

OPENING DOORS72

Appendix Appendix G

Page 78: Program Guide - Maine State Housing Authority

Sample Resident Service Coordinator Job Description

PRESERVATION MANAGEMENT Job Description

Title: Resident Service Coordinator IIClassification: Non-exemptReports To: Director of Resident Services

The Resident Service Coordinator (RSC) assists residents to access supportive resources and referrals,appropriate intervention, socialization opportunities, health education, advocacy, and moral support.RSC provides tenant outreach and acts as a community liaison.

DUTIES:1. Assists tenants to identify services and benefits needed to maintain independence, and helps access

those services.

2. Links residents with existing services provided by social service agencies and local Area Agency onAging to access entitlement services and funding resources.

3. Works with residents to empower them to remain independent and self- sufficient.

4. Coordinates services as necessary and appropriate.

5. Works with tenants to develop new community oriented activities and social programs specific toresidents' preferences.

6. Provides activity reports and support data to comply with Supportive Services Program monitoringrequirements.

7. Maintains strict confidentiality with tenants, unless reason to believe tenant is being abused orneglected or is at risk.

8. Maintains a release of information file for all tenants accessing supportive services.

9. Increases safety as needs for assistance are more quickly recognized and addressed.

QUALIFICATION REQUIREMENTS• Knowledge of state, federal and community support resources for the elderly and disabled, including

eligibility requirements for services.

• Minimum of one year experience in subsidized housing preferred.

• Minimum one year experience in related field.

• Knowledge of elderly issues and physical and mental impairments common in the aging process.Knowledge of ADA and reasonable accommodation issues.

• Ability to establish trusting relationships with residents and groups.

• Ability to coordinate and evaluate services.

• Ability to effectively communicate verbally and in writing.

• Four year college degree with major in social services or equivalent work experience.

• Ability to understand boundaries and limit setting with tenants.

Source: Mary Weiss, Director of Resident Service, Preservation Management

OPENING DOORS 73

Appendix H

Page 79: Program Guide - Maine State Housing Authority

Hiring a Resident Service Coordinator — Sample Advertising Notice

RESIDENT SERVICE COORDINATOR

_________________________, a housing complex in __________________________, is seekinga (full or part time) Resident Service Coordinator. RSC responsibilities include, but are not limitedto: working with residents to identify resident needs; service planning, brokering and coordination;community outreach and advocacy; community building; and resident problem solving and crisis intervention.

Applicants should have experience working with (families/elderly persons/persons with disabilities) ina direct service capacity and have knowledge of (families/elderly persons/persons with disabilities) lifecycle issues and community support services. Interested applicants should be familiar with the needsand community resources of (families/elderly persons/persons with disabilities) and be able toestablish a trusting relationship with residents, individually, and as a group.

Degree in social services, human services, or other appropriate field is preferred, but any equivalentcombination of applicable work experience or training in the field of human/social services will beconsidered. Competitive salary. Send resume and cover letter by ___________________, to:

___________________________________________

___________________________________________

___________________________________________

OPENING DOORS74

Appendix I

(Development Name) (City or Town)

(date)

Page 80: Program Guide - Maine State Housing Authority

Interviewing Resident Service Coordinators

Questions for Consideration

1. Describe your present (last) position and your typical day on the job.

2. What part of your job as a _____________ do (did) you consider the most important and why?

3. What do (did) you like about your present (last) job?

4. What do (did) you dislike about your present (last) job?

5. Why have you decided to leave your present position? (Why did you leave your last position?)

6. Why are you interested in this position?

7. Tell me about one of your pet peeves.

8. What kinds of people do you like to work with?

9. If you were hiring someone for this position, what attributes would you look for, and why?

10. What skills do you feel you bring to this position?

11. What problems do you foresee in a position like this?

12. What specific knowledge about families, the elderly and/or disability programs do you bring to this position?

13. What specific knowledge or experience with property management and residents of subsidizedhousing do you bring to this position?

14. What do you think are the greatest needs and/or desires of family, elderly or disabled residents insubsidized housing complexes? (Why?)

15. Describe your “style” or philosophy of helping people.

16. What kind of decisions do you find most difficult to make?

17. How might you proceed to involve residents in identifying, developing and implementing desiredservices or programming?

18. What do the following terms mean to you?

· self-determination?

· empowerment?

· resident-driven?

19. What kinds of experience have you had working in group community settings, i.e., leading,organizing?

20. What do you think it takes for a person to be successful in obtaining collaboration on programs fromvarious social service agencies and housing owners?

OPENING DOORS 75

Appendix J

Page 81: Program Guide - Maine State Housing Authority

21. What do you think it takes to build a sense of community and fellowship among diverse individualsand populations in housing?

22. Self-evaluate your skills and comfort level in handling interpersonal problems and conflicts. Howwould you rate yourself and why? (Might want to present a specific example particular to yourdevelopment and allow the applicant time alone to think about it.)

23. What do you do to cope with stress and tension?

24. What do you do when you’re having trouble solving a problem? Tell me about a difficult problemyou’ve had to handle lately.

25. Describe your ideal supervisor. What did your previous boss do to get the best work out of you?

26. What kinds of paperwork and documentation might you expect to be doing in this type of position?

27. What are your future career or job plans?

28. a. Are you still interested in the position?

b. If selected for the position, when would you be available?

c. Tell us why we should hire you over the other candidates for this position.

At the end of the interviewing process, don’t forget to:

· Provide a description of the salary and benefits.

· Allow the applicant the opportunity to ask questions.

· Obtain references.

OPENING DOORS76

Appendix J

Page 82: Program Guide - Maine State Housing Authority

Documentation

Documentation made in the course of regular business is considered to be true unless it appears to befraudulent in nature.

Good Documentation

• documenting all conversations with or regarding resident

• consistent notes providing specific details about content of conversations

• showing follow-up on concerns and problems

• documenting resident’s refusal of services as well as acceptance

• making sure that writing in file is legible and easy to read

• when correcting errors, correct with a line through the error, do not use white-out

Poor Documentation

• sporadic and vague notes

• admissions against interest or notes that are contradictory

• documents a problem and then no notes on actions taken

• only documents when resident accepts services

• illegible documentation appears hurried

• attempt to cover up error, especially with white-out

Documentation Recommendations

1. IntakeBe specific about problems according to referral source.What help is being requested?Resident’s understanding of issue.

2. Assessment of Resident IssueDescriptive language; clear, plain.Focus on observable behavior.Avoid interpretation.Content must substantiate intervention.Explicit on function; non-judgmental terms; concrete problem statements.What is happening in the present.Notate precipitating incidents, if any.

OPENING DOORS 77

Appendix K

Page 83: Program Guide - Maine State Housing Authority

Avoid clinical terms or diagnosis, for example:

Clinical Recommended

Depressed vs. hasn’t left apartment in two weeks, previously out daily.

Communication problem vs. stutters; speaks Spanish only

Dressed inappropriately vs. standing in front of the building in sleeveless nightgown during snowstorm

3. Service Need NotesEnhance notes with specifics.Use specific reference/quotation of resident.Use positive language.Avoid process recording, i.e., “he said...she said.”Record notes as soon as possible to be accurate.Anticipate legal.

4. Referral/Service PlanNotate date, time, name, title, agency.Release form.Notate all follow-up in same manner.Meeting/referral did not exist if it isn’t recorded.Conference/meeting summary letter, service outline, deadlines.

5. Correction to RecordNever use white-out. Cross out, line through entry, initial with date/time.Use same color ink, otherwise may reflect tampering.Legible notes.Re-read entry.When abbreviating use established, uniform Company abbreviations.

OPENING DOORS78

Appendix K

Page 84: Program Guide - Maine State Housing Authority

Individual Resident Tracking

Name: DOB:

Address: SSN:

Insurance: Income/Assets:Rent:

Physician: Emergency Contact:

OPENING DOORS 79

Appendix L

Page 85: Program Guide - Maine State Housing Authority

Appendix M

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80

Page 86: Program Guide - Maine State Housing Authority

Service CoordinationRelease of Confidential Information

I hereby authorize the release of information to be used by the Resident Service Coordinator to link mewith programs and services that will assist me in remaining independent and self-sufficient.

__________________________, the Resident Service Coordinator is authorized to receive informationpertaining to benefits or services provided to me. He/she is also authorized to provide information to thefollowing service providers, individuals or organizations in order to access or maintain the services I desireor need. This authorization will remain in effect for one year, and expires on _______________.

___ Area Agency on Aging ___ Community Action Program

___ Home Health Agencies ___ Family Members

___ Hospital Discharge Planners ___ Mental Health Agencies

___ Substance Abuse Agencies ___ Dept. of Human Services

___ Social Security Admin. ___ Veterans Administration

___ Counseling Providers ___ Services [Legal Service for the Elderly(LSE), Pine Tree Legal Assistance]

___ Physician ____________________________________________________________________

___ Physician ____________________________________________________________________

___ Other ______________________________________________________________________

___ Other ______________________________________________________________________

I understand that the use of this information is strictly confidential, and that it may only be shared withthose agencies and/or individuals involved in the delivery of services I desire and with State or FederalAgencies who may need this information to monitor the quality of services provided to me. I alsounderstand that I have the right to revoke this consent at any time.

Resident Name Date

Resident Name Date

I, __________________________________, revoke this authorization of confidential information.

Resident Name Date

OPENING DOORS 81

Appendix N

Page 87: Program Guide - Maine State Housing Authority

SAMPLE PRESERVATION MANAGEMENT, INC.

NOTICE 0F RIGHT TO REASONABLE ACCOMMODATION

If you have a disability and you need:

• a change in rules or policies that would make it easier for you to live here

• a change in your apartment or a special type of apartment that would make it easier for you tolive here

• a change or repair to some other part of the complex that would make it easier for you to live here

• a change in the way we communicate with you that would make it easier for you to live here

You can ask for this kind of change, which is called a

REASONABLE ACCOMMODATION

If you can show that you have a disability and if your request is reasonable (not too expensive and nottoo difficult to arrange), we will try to make the changes you request.

You will receive an answer to your request within seven (7) working days, unless there is a problem gettingthe information we need. We will notify you if we need additional information from you, or if we needto talk with you about alternative ways to meet your needs.

If your request is denied, we will explain the reasons for the denial.

If you need help in completing a REASONABLE ACCOMMODATION REQUEST FORM, we willassist you

Source: Mary Weiss, Director of Resident Services, Preservation Management, Inc.

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Appendix O — Part 1

Page 88: Program Guide - Maine State Housing Authority

SAMPLEPRESERVATION MANAGEMENT, INC.

PROTOCOL FOR REASONABLE ACCOMMODATION REQUESTS

Step 1 Resident Request: The resident requests a reasonable accommodation (interpreter, assistiveanimal, a change in policy, additionally time to prepare for their inspection etc)

Step 2 Site Manager or Resident Service Coordinator:

• Provide copies of the Notice of Right to Reasonable Accommodation and Request for a ReasonableAccommodation.

• Explain to the resident that you do not make the decision regarding the approval of theaccommodation

• Remind the resident that the Request must be signed by a Qualified Third Party

• Instruct the resident to return the completed Request for a Reasonable Accommodation to eitherthe site manager or Resident Service Coordinator

Step 3 Resident

• Have Request completed by Qualified Third Party

• Return Request to the site manager or Resident Service Coordinator

Step 4 Site Manager or Resident Service Coordinator

• Date stamp Request

• Make sure address and phone number is legible

• Fax to your property manager (for review with main office)

• Put original copy in the resident file

Step 5 Director of Resident Services

• Review Request for a Reasonable Accommodation

• Meet and/or discuss Request with resident, if necessary

• Obtain a signed Release of Information, if further information is needed

• Research options/alternatives with appropriate agencies

• Meet with President to review all information and documentation

• Discuss recommendation and plan for implementation with property manager

• Respond to the resident in writing and send a copy to the site manager to put in the resident file

• Draft a work order to be sent to the site and returned to Management upon completion

Step 6 Property Manager

• Will implement the approved Request by notifying the site manager or maintenance staff person

Source: Mary Weiss, Director of Resident Services, Preservation Management, Inc. 03/15/02

OPENING DOORS 83

Appendix O — Part 2

Page 89: Program Guide - Maine State Housing Authority

SAMPLEPRESERVATION MANAGEMENT, INC.

REQUEST FOR A REASONABLE ACCOMMODATION

To be completed by the Resident:

NAME ______________________________________________________ PHONE ______ - _______ - ________

ADDRESS________________________________________________________________________________________

1. The following member of my household has a disability: _____________________________

2. Please provide the following change(s) so that the person listed above can live here as easily or successfully as the otherresidents. Check the kind of change(s) you need.

( ) A change in my apartment or other part of the housing complex. ( ) A change in the following rule or way things are done.

3. Please tell what you need. (Explain in detail the changes needed. Use other side, if necessary.) (I understand I may askfor changes in HOW I meet the terms of the lease, but that I must continue to meet the terms of the lease.)

To be completed by Qualified Third Party: By signing this Request, I am verifying that applicant specified in Line 1 (above) meets the definition of disability defined as“ a physical or mental impairment which substantially limits one or more major life activities: a record of suchimpairment; or being regarded as having such impairment. This term does not include current, or illegal use of oraddiction to a controlled substance”. Major life activity is defined as “…function such as caring for one’s selfperforming manual tasks, walking seeing, hearing, speaking, breathing, learning and working.”

1. Please verify the medical necessity of the reasonable accommodation__________________________________________

2. Provide a detailed explanation of the requested accommodation. ____________________________________________

3. Please describe how the accommodation will allow the resident to fully use and enjoy the premises.___________________

SIGNATURE OF QUALIFIED THIRD PARTY PHONE

PRINT NAME OF QUALIFIED THIRD PARTY DATE

(NOTE: Such changes must NOT be just something the person desires, but rather, they MUST be changes that are necessary for theperson to have equal access and enjoyment of the housing and its programs. By signing, you are indicating that you believe theaccommodation is NECESSARY and will achieve its stated purpose.)

4. Please use this space, or the other side of this form, to assist us in locating any special items that you may have requested asa change to your apartment.

Source: Mary Weiss, Director of Resident Services, Preservation Management, Inc.

OPENING DOORS84

Appendix O — Part 3

Page 90: Program Guide - Maine State Housing Authority

Resident Service Coordinator Confidentiality Agreement

Confidentiality is protecting another person’s right to privacy.

In order for residents to have trust in their relationship with the Service Coordinator at__________________, it is important for residents to know that the information they reveal to theResident Service Coordinator will not be discussed with anyone else. This means it isn’t revealed toanyone, including property staff or the resident’s family, without their permission.

___________________________ uses a “Release of Information” form to obtain this permission. Thisform, signed by residents, allows the Resident Service Coordinator to discuss residents’ service needs anddesires with community service providers, family members, physicians, and other individuals in order tolink residents to programs and services that will assist them in remaining independent and self-sufficient.

As your Resident Service Coordinator, I agree to protect your right to privacy and confidentiality withinthe ethical and legal limitations of my position.

RSC Signature Date

The ethical and legal limitations to my promise of confidentiality include:

• Adult Protection Services and Child Protection Services referrals. I am legally obligated to reportincapacitated adults who have been subject to physical abuse, neglect, or exploitation or who areliving in hazardous condition which pose a threat to their well being or the well being of otherresidents within the housing complex to the Department of Human Services, Bureau of Elder andAdult Services or Bureau of Child and Family Services. I am likewise required to report suspectedchild abuse and/or neglect to the Bureau of Child and Family Services.

• If I believe a child or older person within the housing development is in imminent danger, I amrequired to report to the local police department.

• I may be required by law in a court action to reveal information shared with me or containedwithin my resident files.

• I have a responsibility to my employer to report lease violations that come to my attention in thecourse of my duties.

OPENING DOORS 85

Appendix P

(Development Name)

(Management Company)

Page 91: Program Guide - Maine State Housing Authority

Resident Service Coordinator Transfer of Confidential Information

I hereby authorize the transfer of the service records used by ____________________________Resident Service Coordinator to link me with desired programs and services. I understand my servicerecord file will be maintained by the new Resident Service Coordinator and that this information willremain strictly confidential and may only be shared with those agencies and/or individuals I authorize. Ialso understand that I may revoke this consent at any time.

Resident Signature Date

Resident Service Coordinator Signature Date

I hereby choose not to release the service records used by _____________________________, theResident Service Coordinator to link me with desired programs and services. I prefer that thisinformation remain strictly confidential. I understand that because I refused to release my service recordfile, this information will be stored by the service coordinator in a manner that will assure my privacy fora period of 4 years at which time the information will be destroyed.

Resident Signature Date

Resident Service Coordinator Signature Date

OPENING DOORS86

Appendix Q

Page 92: Program Guide - Maine State Housing Authority

DEVELOPING TRUST BETWEEN RESIDENTS AND THE RESIDENT SERVICE COORDINATOR

_____________________________

Trust between the Resident Service Coordinator and residents is achieved when:

• The residents perceive the Resident Service Coordinator’s goal as to prolong the ability of residents toremain independent as long as reasonably possible.

• The Resident Service Coordinator respects the autonomy and self-determination of residents.

• The Resident Service Coordinator involves residents in the decision-making process.

• The Resident Service Coordinator accurately describes the limitations of his/her ability to assistresidents.

• The Resident Service Coordinator respects the privacy and confidentiality of residents.

• The Resident Service Coordinator demonstrates sensitivity to the residents’ concerns.

• The Resident Service Coordinator displays professional knowledge, expertise, and integrity inhandling problems.

• The housing manager’s actions and interactions convey trust in the ability of the Resident ServiceCoordinator to handle residents’ problems and concerns.

• The Resident Service Coordinator creates a positive social environment which respects the dignityand self-worth of all residents.

Source: “The Elderly Supportive Services Program: Bringing Service Coordination to Senior Housing”, byNancy W. Sheehan, Ph.D., Travelers Center on Aging, University of Connecticut

OPENING DOORS 87

Appendix R

Page 93: Program Guide - Maine State Housing Authority

Professional Boundaries

Source: Workshop “Ethical Issues in Care Giving” by John L. Stephenson, Ph.D.

OPENING DOORS88

Appendix S

WARNING SIGNS

I get all my sense of being appreciated from my work.

I can’t do enough for my clients.

I disclose more about myself to clients than what is necessary for treatment.

Nobody else cares about this client.

Only I seem to be able to help this client.

This client really needs me.

Why shouldn’t I accept this small gift?

HEALTHY SIGNS

I will meet my emotional needs in my private life not my professional role.

If my job is my whole life, then I don’t have a whole life.

Professional sharing is not professional caring.

Professional boundaries protect the client’s right toprofessional care.

Encouraging my client to be dependent upon memeans I am codependent.

Needing to be needed makes me needy.

Accepting more than a thank you makes me acaretaker not a caregiver.

Page 94: Program Guide - Maine State Housing Authority

RESIDENT SERVICE COORDINATION ALLOCATING TIME

___________________________________

Given the nature of the problems Resident Service Coordinators confront on a daily basis, it is importantto avoid potential “burnout” by actively managing the stresses of the job. A number of time managementtechniques and other activities can help Resident Service Coordinators avoid role overload and “burnout”.Activities include:

• Be clear about the role and role responsibilities

• Set realistic limits about what can and cannot be accomplished

• Learn to allocate responsibility

• Avoid allowing any one resident to monopolize your time

• Make appropriate referrals

• Constantly review your workload

• Involve others in providing care

• Work to develop competencies and skills among residents

• Make long range plans and set goals

• Establish priorities

• Take time for yourself (take time for lunch - don’t work through lunch, get out of the building, doerrands, go for a walk)

• Network with others

• Learn to say “NO”

The ability to help residents and their families through extremely difficult times requires that ResidentService Coordinators take care of themselves.

Source: “The Elderly Supportive Services Program: Bringing Service Coordination to Senior Housing”, byNancy W. Sheehan, Ph.D., Travelers Center on Aging, University of Connecticut

OPENING DOORS 89

Appendix T

Page 95: Program Guide - Maine State Housing Authority

RESIDENT SERVICE COORDINATION BURNOUT

______________________________

Given the nature of the demands placed upon Resident Service Coordinators, burnout is a real problemthat must be addressed. Burnout is most likely to occur when the Resident Service Coordinator:

• Loses sight of her/his primary responsibilities

• Fails to review his/her workload on a regular basis

• Spends too much time on any one resident

• Fails to set realistic expectations about what he/she can do

• Is expected to take on management responsibilities that are not related to the primary functions ofthe role

• Lacks guidance and support from other professionals performing similar work

• Works in a hostile, non-flexible environment that is not open to change and innovation

• Fails to take time for him/herself

• Is unable to delegate responsibility

Management companies contribute to “burnout” of the Resident Service Coordinator when:

• They assign responsibilities to the Resident Service Coordinator that are outside of the role

• They set unrealistic expectations regarding what the Resident Service Coordinator can accomplish

• They fail to acknowledge the role of the Resident Service Coordinator in the company

• Property Manager or others in the management company create barriers that prevent or impedeeffective communication and successful performance of the role

• They support residential policies that conflict or undermine the autonomy and self-determination ofresidents

Thus, both the Resident Service Coordinator and management company need to guard against situationsthat can lead to burnout.

Source: ”The Elderly Supportive Services Program: Bringing Service Coordination to Senior Housing” byNancy W. Sheehan, Ph.D., Travelers Center on Aging, University of Connecticut

OPENING DOORS90

Appendix U

Page 96: Program Guide - Maine State Housing Authority

Appendix V

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Page 97: Program Guide - Maine State Housing Authority

Appendix V

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Page 98: Program Guide - Maine State Housing Authority

Appendix V

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Page 105: Program Guide - Maine State Housing Authority

Appendix X

100

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Page 106: Program Guide - Maine State Housing Authority

Appendix X

OPENING DOORS 101

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Page 107: Program Guide - Maine State Housing Authority

Appendix X

102

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Page 108: Program Guide - Maine State Housing Authority

Standard Form 269A (REV 4-88)Prescribed by OMB Circulars A-102 and A-110

FINANCIAL STATUS REPORT(Short Form)

(Follow instructions on the back)

1. Federal Agency and Organizational Element 2. Federal Grant or Other Identifying Number OMB Approval Page ofto Which Report is Submitted Assigned By Federal Agency No.

0348-0039pages

3. Recipient Organization (Name and complete address, including ZIP code)

4. Employer Identification Number 5. Recipient Account Number or Identifying Number 6. Final Report 7. Basis Yes No Cash Accrual

8. Funding/Grant Period (See Instructions) 9. Period Covered by this ReportFrom: (Month, Day, Year) To: (Month, Day, Year) From: (Month, Day, Year) To: (Month, Day, Year)

10. Transactions I II IIIPreviously This CumulativeReported Period

a. Total outlays

b. Recipient share of outlays

c. Federal share of outlays

d. Total unliquidated obligations

e. Recipient share of unliquidated obligations

f. Federal share of unliquidated obligations

g. Total Federal share (Sum of lines c and f)

h. Total Federal funds authorized for this funding period

i. Unobligated balance of Federal funds (Line h minus line g)

11. IndirectExpense

a. Type of Rate (Place “X” in appropriate box)Provisional Predetermined Final Fixed

b. Rate c. Base d. Total Amount e. Federal Share

12. Remarks: Attach any explanations deemed necessary or information required by Federal sponsoring agency in compliance with governing legislation.

13. Certification: I certify to the best of my knowledge and belief that this report is correct and complete and that all outlays and unliquidatedobligations are for the purposes set forth in the award documents.

Typed or Printed Name and Title Telephone (Area code, number and extension)

Signature of Authorized Certifying Official Date Report Submitted

Appendix Y

103

Page 109: Program Guide - Maine State Housing Authority

Standard Form 269A (REV 4-88)Prescribed by OMB Circulars A-102 and A-110

FINANCIAL STATUS REPORT(Short Form)

Please type or print legibly. The following general instructions explain how to use the form itself. You may needadditional information to complete certain items correctly, or to decide whether a specific item is applicable tothis award. Usually, such information will be found in the Federal agency's grant regulations or in the terms andconditions of the award. You may also contact the Federal agency directly.Item Entry Item Entry

1, 2 and 3. Self-explanatory.

4. Enter the employer identification numberassigned by the U.S. Internal RevenueService.

5. Space reserved for an account number or otheridentifying number assigned by the recipient.

6. Check yes only if this is the last report for theperiod shown in item 8.

7. Self-explanatory.

8. Unless you have received other instructionsfrom the awarding agency, enter thebeginning and ending dates of the currentfunding period. If this is a multi-yearprogram, the Federal agency might requirecumulative reporting through consecutivefunding periods. In that case, enter thebeginning and ending dates of the grantperiod, and in the rest of these instructions,substitute the term “grant period” for“funding period.”

9. Self-explanatory.

10. The purpose of columns, I, II and III is to showthe effect of this reporting period's transactionson cumulative financial status. The amountsentered in column I will normally be the sameas those in column III of the previous report inthe same funding period. If this is the first oronly report of the funding period, leavecolumns I and II blank. If you need to adjustamounts entered on previous reports, footnotethe column I entry on this report and attach anexplanation.

10a. Enter total program outlays less any rebates,refunds, or other credits. For reports preparedon a cash basis, outlays are the sum of actualcash disbursements for direct costs for goodsand services, the amount of indirect expensecharged, the value of in-kind contributionsapplied, and the amount of cash advances andpayments made to sub-recipients. For reportsprepared on an accrual basis, outlays are thesum of actual cash disbursements for directcharges for goods and services, the amount of

indirect expense incurred, the value of in-kindcontributions applied, and the net increase ordecrease in the amounts owed by the recipientfor goods and other property received, forservices performed by employees, contractors,subgrantees and other payees, and other amountsbecoming owed under programs for which nocurrent services or performances are required,such as annuities, insurance claims, and otherbenefit payments.

10b. Self-explanatory.

10c. Self-explanatory.

10d. Enter the amount of unliquidated obligations,including unliquidated obligations to subgranteesand contractors.

Unliquidated obligations on a cash basis areobligations incurred, but not yet paid. On anaccrual basis, they are obligations incurred, butfor which an outlay has not yet been recorded.

Do not include any amounts on line 10d that havebeen included on lines 10a, b or c.

On the final report, line 10d must be zero.

10e, f, g, h and i. Self-explanatory.

11a. Self-explanatory.

11b. Enter the indirect cost rate in effect during thereporting period.

11c. Enter the amount of the base against which therate was applied.

11d. Enter the total amount of indirect costs chargedduring the report period.

11e. Enter the Federal share of the amount in 11d.

Note: If more than one rate was in effect during theperiod shown in item 8, attach a scheduleshowing the bases against which the differentrates were applied, the respective rates, thecalendar periods they were in effect, amounts ofindirect expense charged to the project, and theFederal share of indirect expense charged to theproject to date.

Appendix Y

104

Page 110: Program Guide - Maine State Housing Authority

105

Appendix Z

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Page 111: Program Guide - Maine State Housing Authority

Appendix AA

107

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Page 112: Program Guide - Maine State Housing Authority

Appendix AA

108

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Page 113: Program Guide - Maine State Housing Authority

Appendix BB –Part 1

108

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���&���!'� ���������� � "���� ����)�������� �������������������������������������������������������!�!���!� ��������� ����������� =��� �������� ��� �!���� ��������� ��!����� ��� �������� ���������� ���������� ��� �������� �.������(����������!!�� �������� ���� ������ ���������� ��������������������������������������������������!������������������� �������� ���������������� ���� ������������� ��������� ������������� �!� ������� �� ����� ��� ������� ���� ������� �!��������� ���� ����� ������� ���� ������������� ��������� �����������������!����������������������������������������������� ������� �������� ������� ����������� ���� ���������>������������� �������� ��� ����� ����� ����� ������������������� ���� �!� ���� ���� ����� ��� ������� ���� �����������������,������������������������������������������������������������������������������������

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115

USEFUL WEB SITES FOR RESIDENT SERVICE COORDINATORS

AgingAccess America http://www.seniors.gov/

Aging with Dignity http://www.agingwithdignity.org/

Alzheimer�s Association http://nad.org/

American Association of Homes and Services for the Aging http://www.aahsa.org/

American Association of Retired Persons http://www.aarp.org/

AARP Telemarketing Fraud Page http://www.aarp.org/fraud/home.htm

Bureau of Elder and Adult Services http://www.state.me.us/dhs/beas/

CyberSeniors.org http://www.cyberseniors.org/

Elder Independence of Maine http://www.elderindependence.org/eim_about.html

Maine Adult Protective Services http://www.state.me.us/dhs/beas/resource/aps.htm

Meals on Wheels http://www.mowaa.org/

National Association for Home Care http://www.nahc.org/

National Center for Assisted Living http://www.ncal.org/

National Center on Elder Abuse http://www.elderabusecenter.org/

National Council on Aging http://www.ncoa.org/

National Council on Aging: Benefits Checkup http://www.benefitscheckup.org/

National Institute on Aging http://www.nia.nih.gov/

National Senior Citizens Council http://www.ncscinc.org/

Maine Senior FarmShare http://www.getrealmaine.com/

Social Security Administration http://www.ssa.gov/

Area Agencies on AgingAroostook Area Agency on Aging http://www.aroostookaging.org/

Eastern Agency on Aging http://www.eaaa.org/

Senior Spectrum(Central Maine Area Agency on Aging) http://www.seniorspectrum.com/

SeniorsPlus (Western Area Agency on Aging) http://www.seniorsplus.org/

Southern Maine Area Agency on Aging http://www.smaaa.org/

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Business RelatedBetter Business Bureau http://www.bbb.org/

U.S. Dept. of Labor � Pension & Welfare Benefits http://www.dol.gov/pwba/welcome.htmlAdministration Home Page

Disability RelatedALPHA One http://www.alpha-one.org/

Ability Maine http://www.abilitymaine.org/

Disabled American Veterans http://www.dav.org/veterans/index.html

National Association for the Deaf http://nad.org/

Maine Center on Deafness http://www.mainecenterondeafness.org/

FamiliesBureau of Family Independence http://www.state.me.us/dhs/bfi/start.htm

Families USA http://www.familiesusa.org/

Generations United http://www.gu.org/

Maine Bureau of Family Independence � Food Stamps http://www.state.me.us/dhs/bfi/

Maine Children�s Alliance http://www.mekids.org/

Maine Parent Federation http://www.mpf.org/

Health RelatedAmerican Health Care Association http://www.ahca.org/

Bazelon Center for Mental Health Law http://www.bazelon.org/

Center for Medicare Advocacy http://www.medicareadvocacy.org/

Consumer Consortium on Assisted Living http://www.ccal.org/

Consumer Health Law Programof Consumers for Affordable Health Care http://www.mainecahc.org/foundation/healthlawproject.htm

Healthfinder http://www.healthfinder.gov/

Health and Human Services Administration on Aging http://www.aoa.gov/

Hospice Foundation of America http://www.hospicefoundation.org/

Maine Bureau of Insurance http://www.state.me.us/pfr/ins/ins_index.htm

Maine Dept. of Human Services Bureau of Medical Services http://www.state.me.us/bms/bmshome.htm

Maine State Health Insurance Assistance Program http://www.state.me.us/dhs/beas/hiap/welcome.htm

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Medicaid Clearinghouse http://www.familiesusa.org/html/medicaid/medicaid.htm

Medicare Rights Center http://www.medicarerights.org/

The Medicine Program http://www.ims-1.com/~freemed/

NeedyMeds http://www.needymeds.com/

The Official U.S. Government Site for Medicare Information http://www.medicare.gov/

Pharmaceutical Research and Manufacturers of AmericaDirectory of Prescription Drug Patient Assistance Programs http://www.phrma.org/

Housing or HUD Related

HUD Office of Policy Development and Research http://www.huduser.org/

HUD Neighborhood Networks http://www.hud.gov/nnw/nnwindex.html

HUDCLIPS http://www.hudclips.org/cgi/index.cgi

Maine State Housing Authority http://www.mainehousing.org

Millennial Housing Commission http://www.mhc.gov/

National Fair Housing Advocate Online http://www.fairhousing.com/

Northern New England Associationof Homes and Services for the Aging http://www.nneahsa.com/index1.asp

LegalDisability Rights Center http://www.drcme.org/

Immigrant Legal Advocacy Project http://www.immigrantlegaladvocacy.org/

Maine Disability Rights Center http://www.drcme.org/

Maine Equal Justice Partners http://www.mejp.org/

Maine Long Term Care Ombudsman http://www.maineombudsman.org/

Maine Legal Services for the Elderly http://www.mainelse.org/

National Consumer Law Center http://www.nclc.org/

National Fraud Information Center http://www.fraud.org/

National Health Law Project http://www.healthlaw.org/

National Housing Law Project http://www.nhlp.org/

National Senior Citizen Law Center http://www.nsclc.org/

National Veterans Legal Services Program http://www.nvlsp.org/

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Pine Tree Legal Assistance http://www.ptla.org

U.S. Living Will Registry http://www.uslivingwillregistry.com/

Maine Community Action Agencies

Aroostook CAP http://www.acap-me.org/

Kennebec Valley CAP http://www.kvcap.org/

Penquis CAP http://www.penquiscap.org/

Peoples Regional Opportunity Program (PROP) http://www.propeople.org/

Washington-Hancock CAP http://www.whcacap.org/

Western Maine Community Action http://www.wmca.org/

York County CAP http://www.yccac.org/

MediationCommunity Mediation Center http://www.communitymediation.net/

Maine Association of Dispute Resolution Professionals www.madrp.org/adrprov/abc/index.html

Divorce Links Maine www.divorcelinks.com/mediation/maine.html

Divorce Mediation Resource www.divorcesource.com/ME/index.shtml

RSC RelatedAmerican Association of Service Coordinators http://www.servicecoordinator.org/

New England Resident Service Coordinators http://www.nersc.com

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119

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Appendix FF

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Appendix FF

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Appendix FF

127

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Page 133: Program Guide - Maine State Housing Authority

Appendix FF

128

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